Aramex Sustainability Report 2006

SUSTAINABILITY
R E P O R T 2 0 0 6

Table of Contents
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PAGE CONTENT
1 Table of Contents
2 Mission, Purpose, and The Sustainability Opportunity
3 Sustainability Performance Snapshot
5‐9 Overview of Aramex
9‐12 Report Profile
13‐14 Letter from the Founder and CEO
15 Sustainability Philosophy and Framework
16‐17 Stakeholders – Who, How We Engage, Key Issues and Responses
18‐19 Key Sustainability Issues and KPIs with 3‐year and Long‐Term Goals
20‐22 Governance, Ethics, Management Systems and External Commitments
23‐24 Memberships
25‐27 Disclosures on Management Approach
28 Creating Economic Value
29‐34 Our Contribution to Economic Growth and Development
35 Creating Social Value
36‐41 Our Customer Relationships
42‐58 Our People: Human Resources Developments
59‐65 Health, Safety and Security
66‐70 Our Cities: Urban Impacts
71‐79 Our Communities: Investment in Society
80‐82 Our Business Partners and the Global Distribution Alliance
83 Environmental Leadership
84‐91 Our Planet: Climate Change, Environment, and Sustainability Innovation
92 Catalyzing Sustainability
93‐94 Catalyzing Sustainability Where We Operate
95‐97 Looking Forward – Summary of Commitments
98 Independent Assurance
99‐101 Assurance Statement
102 Supporting Resources
102‐103 GRI Index
104‐105 Glossary
106 Acronyms
Aramex Sustainability Report 2006 Page 1

Aramex is a provider of international and domestic express package delivery, freight forwarding, logistics and
other transportation services
Our Mission
To be recognized as the 5th global logistics and express transportation service provider in the world by the year 2010
Our Purpose
To enable and facilitate regional and global trade and commerce
The Sustainability Opportunity
Our definition of sustainability management is the integrated development and growth of our economic,
environmental, and social performance in a manner that optimizes value for all of our stakeholders. We believe the
concept of sustainability holds tremendous opportunity for our company and our stakeholders, and for our world.
For Aramex, sustainability means:
� Recognition as an outstanding place to work. We aim to be recognized as a top employer wherever we
operate
� Becoming recognized as the 5th global logistics and express transportation company, playing a major role in
facilitating regional global trade and commerce
� Continuously enhancing and developing new services, including sustainability‐oriented service innovations
such as zero‐carbon shipments
� Strengthening the communities in which we live, in particularly aiming to reduce marginalization and
respond to urgent and ongoing humanitarian crises
� Becoming carbon neutral, i.e. having zero net emissions of greenhouse gases which are warming our
planet. We aim to be the first "total transportation solutions provider" in the world to achieve this
� Aiming for zero safety incidents – zero accidents, zero injuries, zero fatalities
� Reducing our urban impacts, particularly congestion and noise, and contributing to road safety
� Being a recognized leader in catalyzing the uptake of sustainability in the Middle East and Gulf, and
maintaining continued sustainability leadership and innovation in the region.
We are convinced this is the future direction of business. We aim to be pioneers in the Middle East and Gulf, and
ultimately earn our place among the world’s leadership companies. These are dramatic targets. But our track record,
combined with our culture, suggest that we can and will ultimately achieve these objectives.
Sustainability will transform the way we think about our business. It will lead to new types of services, new levels of
understanding, new ways of collaboration, renewed respect for our place in the world, and a profound commitment
to environmental preservation through sustainability innovation, all of which will benefit shareholders and
stakeholders alike.
Aramex Sustainability Report 2006 Page 2

Sustainability Performance Snapshot
Business success and profitability requires the management of a wide range of stakeholder considerations across
economic, environmental, social and ethical dimensions. Here is a snapshot of our performance:
Sustainability Issues Our Priority Indicators Performance
2004 2005 2006
Governance
Governance % of independent directors N/A 87% 87%
Creating Economic Value
% of women directors N/A 0% 0%
Our Shareholders Profit 12.957M 20.259M 25.928M
Growth in profit 29% 56% 28%
Brand ranking (1) Our Direct Economic Impacts
NA NA 13th
Economic value generated
Economic value distributed:
Revenues 188.7M 232.5M 371.3M
To Suppliers Operating costs / total procurement 133.4M 158.7M 266.2M
To Employees Wages and benefits paid 40.89M 51.92M 76.85M
To Providers of Capital Interest expenses 233.2K 243.6K 901.0K
To Governments Taxes paid 881.9K 1.069M 1.208M
To Communities Total $ value of donations to society 357274 345075 220362
Creating Social Value
Revenues less distributions 12.957M 20.259M 25.928M
Our People: Unleashing Talent People employed 2954 3934 5823
Average training hours per employee
Workplace equity
NA 8.5 8.45
% female workers 13% 13% 13%
% females in senior management (Level 1) NA NA 0%
% females in middle management (Levels 2
and 3)
NA NA 10.40%
Turnover rate 21.70% 19.50% 12.70%
Our People: Health and Safety
Fatalities (2) 5 1 1
Absentee rate 0.50% 0.40% 0.39%
Our Customers % on‐time delivery NA 88% 94%
Our Business Partners/ Supplies and the
Global Distribution Alliance
Our Society ‐ Reducing Marginalization
Overall customer satisfaction (Survey 2004) 95% N/A N/A
GDA On‐time payment (approx) 90% 90% 90%
% of pre‐tax profit invested in community 2.58% 1.76% 0.81%
Environmental Leadership
Our materials footprint (3) Fuel consumption ‐ diesel (L) 3,444,251 3,815,390 5,275,432
Fuel consumption ‐ unleaded (L) 2,020,897 2,373,828 3,284,388
Fuel consumption ‐ leaded (L) 539,444 641,693 778,498
Water consumption (cubic meters) 463,890 563,930 957,957
Our Cities: Traffic, Congestion, and
Urban Pollution
# of stations using routing technology N/A N/A 2
* Any financial amounts are reported in US dollar
* M: Million / K: Thousands / L: Liters
NA = Not Available / N/A = Not Applicable
(1) “Top 40 Arab Brands” by Forbes
(2) 13 stations reporting, representing 55% of revenue
(3) Fuel: 22 stations and TwoWay reporting, representing 77.38 % of revenue
Water: 31 stations representing 72% of revenue
Aramex Sustainability Report 2006 Page 3

OVERVIEW OF ARAMEX

Overview of Aramex
Aramex is a provider of international and domestic express package delivery, freight forwarding, logistics and other
transportation services primarily to, from and within the Middle East and South Asia. Aramex has recently expanded
its presence in Europe by acquiring TwoWay Vanguard, a logistics and freight service provider that has offices in the
Netherlands, Ireland and the United Kingdom.
Since its inception in 1982, Aramex has expanded its station/office network to include more than 240 locations in 35
countries with over 6,000 employees as of March 2007.
Services
Aramex prides itself on providing ‘total transportation solutions’ to its customers by offering a wide range of
standard services in addition to unique and customized products, all under one roof. The main products and services
of Aramex are:
� International Express Delivery
Express shipments consist of small packages, typically ranging in weight from 0.1 kilograms to 50 kilograms, with
time‐sensitive delivery requirements. Aramex offers its international express delivery services to both retail and
wholesale express accounts and offers its customers the ability to track their shipments on the World Wide Web
through the company's web site (www.aramex.com).
Retail express delivery customers include trading companies, pharmaceutical companies, banks, service and
information companies and manufacturing and regional distribution companies, and are not concentrated in any one
industry. Wholesale express delivery customers consist primarily of: (a) members of the Global Distribution Alliance,
and (b) express delivery companies with express packages that have an Aramex destination and require Aramex's
network to deliver their shipments. The end‐user remains a customer of Aramex's wholesale client.
� Freight Forwarding
Aramex offers a wide range of freight forwarding services including air, land and ocean transport. Forwarding of
loose cargo or consolidated freight, warehousing, customs clearance and break‐bulk services and inter‐modal
transportation such as air/land, sea/land, etc, are some of the additional services on offer from Aramex today.
Freight shipments typically have gross weights in excess of 50 kilograms on average. These require more specialized
handling and are normally less time‐sensitive than express shipments. Aramex provides full "door‐to‐door" services
from, to and within the Middle East and South Asia, and last year we added an important part of West Europe to this
service cycle by acquiring TwoWay Vanguard in the Netherlands, Ireland and the United Kingdom. A significant
portion of Aramex's freight forwarding business involves consignee sales (or routed imports) and, to a lesser extent,
exports by air, ocean and land modes.
We launched our freight forwarding business in 1987 out of selected stations, and from 1993, at every Aramex
station in the Aramex network. Whereas express shipments in the Aramex network virtually always pass through one
of its international hubs or gateways, freight forwarding shipments are routed directly from origin to destination on
board the operating carriers that are active on these routes or on the wings of the commercial lift available on city‐
pair basis around the globe. Usually the freight route is selected to best suit the size, weight and time‐sensitivity of
the shipment on hand.
In 2006, Aramex continued to expand the ground transportation portion of its freight forwarding business. Ground
transportation shipments typically consist of a wide range of materials ranging from heavy‐weight packages, high‐
value electronics, computer equipment and other similar electronic items, to heavy machinery and household goods
that do not have as time‐sensitive delivery requirements as the small packages sent by Aramex's express delivery
system. The inland service delivers shipments at lower costs than express delivery shipments or than the air freight
delivery system. Aramex usually delivers its ground transportation shipments by truck and inland hauling. Aramex
wet‐leases most of the trucks it uses for these services today. Wet‐leases are leases from local trucking companies of
vehicles, drivers and other personnel needed to complete the service.
Aramex started providing such ground transportation and land freight services in 1998 through a network of trucking
routes from Dubai, UAE, to each of Riyadh in Saudi Arabia and Amman in Jordan. At present the company has
Aramex Sustainability Report 2006 Page 5

expanded its ground transportation network in the Arabian Gulf by adding additional routes linking Dubai to Muscat
(Oman), Kuwait City (Kuwait), Manama (Bahrain) and Doha (Qatar) and the rest of Saudi Arabia. This expansion
included such routes as Dubai/Amman, Amman/Beirut and Istanbul/Levant sectors. Recently we added
Cairo/Khartoum and Cairo/Tripoli runs. The company has also established extensions from several of these cities to
surrounding areas. Aramex has focused on the expansion of its ground transportation network in the Arabian Gulf
States due to its belief that such a region constitutes a number of highly under‐developed markets with rising
demand for “efficient” ground transportation delivery services between them. Aramex plans to further expand its
ground transportation network in the Middle East at large and in the Levant region in particular, according to the
increasing demands from its local and network clients.
� Logistics
Aramex offers third‐party logistics services through a network of logistics facilities located at major areas in the
Arabian Gulf, Middle East, North Africa and North‐Western Europe. Three of these centers are located at free zones
in Jebel Ali in the UAE, Bahrain and Queen Alia International Airport in Jordan. Aramex also has several local logistics
centers in Saudi Arabia, Lebanon, Jordan, Egypt, Kuwait and the USA.
A wide range of customized services is offered through these centers including warehousing and its management,
distribution, supply chain management, customs brokerage, order fulfillment, inventory management and value‐
added services. Aramex also offers multiple storage options that range from temperature‐controlled to rack, bulk
and open‐yard. The logistics centers are operated using world‐class warehouse management systems and are
monitored 24 hours a day. All shipments coming in and out of the logistics centers can be monitored and tracked on
the World Wide Web through the company’s web site (www.aramex.com).
� Domestic Express Delivery
Aramex has developed an extensive network for the express delivery of small parcels, and has the capability to pick‐
up and deliver shipments from city to city and within cities in every country in which it operates. Aramex offers a
wide range of domestic delivery services to satisfy customers' local distribution needs; from standard services like
same‐day, next‐day and deferred delivery, to customized business solutions including inter‐branch mail delivery, ad
hoc and regular mass mail, and secure distribution of credit cards for financial institutions to their customers.
Aramex’s domestic solutions are highly customizable, for example our customers in the telecom sector store high
value devices with us to be delivered upon notification their customers’ doors. These solutions can be further
customized with value added services including collecting of payments for invoices or sold goods (Cash on Delivery),
and Document Return for important documents that need to be signed and swiftly returned.
Aramex holds a leading position in the domestic express delivery market in countries where it operates. Its
customers include e‐commerce‐related businesses, local distributors, pharmaceutical companies, telecom operators,
and banks.
� Document Management
In early 2005, Aramex acquired InfoFort, a leading document records management company in the Middle East and
North Africa. InfoFort offers a full range of comprehensive information storage, management and production
services including record management, off‐site data protection, digital archiving, secure shredding and film and
sound archives.
� U.S. and U.K. Mailbox Service
In 2000, Aramex started offering a specialized service called Shop&Ship. The service gives customers personal
mailing addresses in the US and the UK to use for receiving correspondence as well as personal and business
packages such as Internet orders, gifts, magazine subscriptions, bank statements, etc. Aramex forwards the mailbox
contents to the customer at their local address in any of the 19 cities in which this service is available.
� Shopping Services
Aramex offers end‐to‐end shopping services from mail order catalog companies and internet shopping sites to its
retail customers. The service is known as "Shop the World” and was developed in response to Middle Eastern
customer requests to receive goods marketed through foreign catalogs and online shopping sites that do not offer
international shipping options.
Aramex Sustainability Report 2006 Page 6

� Magazines and Newspaper Distribution
In November 2002, Aramex acquired Jordan Distribution Agency, which is the leading distributor of foreign and local
publications, including mass circulation of the major newspapers in Jordan. Aramex has introduced the latest
distribution mechanisms to the acquired company and expanded its network in the country and abroad.
Customers
Aramex has a diverse customer base, totaling over 50,000 accounts in the year 2006, which spans a broad
geographic area, concentrated across in the Middle East, Europe, South Asia and North America, and includes
companies in a wide range of industries. Customers, both retail and wholesale, are also diverse in terms of their
service needs. Aramex's customers are not concentrated in any one particular industry but typical customers include
trading companies, pharmaceutical companies, banks, service and information companies, manufacturing and
regional distribution companies and express companies. The broad range of services, which the company offers, has
developed in response to the growing diversity of its customers. Aramex's customers are making increased use of
the high value‐added services provided by the company, from express services to door‐to‐door airfreight forwarding
to customized special services.
Aramex has both retail and wholesale customers. Retail customers (i.e., those who are serviced and billed directly by
the company) include both express and freight forwarding accounts. Wholesale customers consist primarily of
express accounts.
Growth Strategy
Aramex’s growth strategy includes the following key elements:
� Expanding market geographic presence in the Middle East, South Asia, and other contiguous emerging
markets in order to 1) enhance regional market presence 2) expand customer base, and 3) reduce
geographic revenue concentration
� Providing ‘Total Transportation Solutions’, including 1) logistics management 2) multi‐modal regional
transportation and distribution (express air freight, air freight forwarding and ground distribution) 3)
inventory management, and 4) local warehousing
� Continued emphasis on technology to continuously enhance quality of customer service, and quality and
efficiency of operations
� Marketing our services through ‘Aramex teams’ – cross‐functional, personalized customer teams who
possess the marketing skills, local market knowledge, service expertise and industry experience necessary to
identify and effectively address individual customer’s transportation requirements at each of our stations
� Achieving growth through strategic alliances and acquisitions. Aramex has established strategic relationships
with a large number of industry participants through its participation in Global Distribution Alliance. The
company has also undertaken several acquisitions in 2005 and continued this course of action in 2006.
Acquisitions in 2006 are listed on page 9.
Our growth performance in different aspects of our business is captured in charts below and on the next page.
Growth in Total Number of Shipments
11,519,644
16,697,627
23,008,602
2004 2005 2006
76,736,916
Assests Growth (USD)
119,568,970
411,810,434
2004 2005 2006
Aramex Sustainability Report 2006 Page 7

188.7
Organizational Structure
Total = USD 331.3 million
Aramex is a public joint stock company registered under the laws of the United Arab Emirates with its shares publicly
traded on the Dubai Financial Market as of July 2005. Aramex headquarters is located in Amman, Jordan. The
headquarters is referred to as the ‘General Services Office’ (GSO), to emphasize its function as a support unit and
service center to the operations. The company is managed along two tracks: 1) by service, with senior managers for
each key service line, which is cross‐linked 2) geographically, with regional senior managers, country managers, and
cross‐functional country‐based ‘Aramex teams’ offering coordination of all Aramex services on a customized basis to
Aramex customers.
Global Network
Revenue Growth (USD million)
371.3
232.5
2004 2005 2006
2954
3934
5823
2004 2005 2006
VP Express
Growth in Employees
InfoFort
Managing
Director
Sr. VP
Cargo
12.957
Corporate Management Structure
Chief
Strategy
Officer, Sr.
Vice
President
Founder and CEO
VP Logistics
and Ground
Operations
VP UAE and
Oman
Sr. VP
Finance
and CFO
Profit Growth (USD millions)
20.259
25.928
2004 2005 2006
Total Capitalization 2006 (USD millions)
Aramex is a founding member and chair of the Global Distribution Alliance (GDA), which comprises of over 40
leading express transportation and logistics providers with over 12,000 offices worldwide, more than 66,000
employees, an excess of 33,000 vehicles and operations in more than 220 countries throughout the world. The
Global Distribution Alliance is strategically positioned to provide swift and reliable global transportation solutions.
317.9
96%
VP KSA,
Upper Gulf,
South and
East Asia
Group
Financial
Controller
VP
13.4
4%
Sr. VP
Europe and
North
America
Debt (interest bearing
accounts)
Total Equity
Chief
Marketing
Officer
Aramex Sustainability Report 2006 Page 8
Chief
Technology
Officer

Each member of the alliance provides extensive coverage and in depth expertise in a different region of the world.
Together, the members provide total world coverage with thorough local knowledge, ensuring a seamless and
reliable service in every corner of the globe.
Acquisitions in 2006
On January 1, 2006 Aramex acquired Freight Professionals, a freight forwarding company based in Egypt specializing
in air and ocean freight. In April we acquired TwoWay Vanguard, a major Dublin‐based Logistics and Freight
Forwarding company. With this acquisition, Aramex acquired TwoWay Vanguard’s 15‐office network across Ireland,
the United Kingdom and The Netherlands, and over 350 employees. The company, whose revenue in 2005 topped
$85 million, offers a complete range of logistics solutions that focus on Global Air Freight, Global Ocean Freight, UK‐
Ireland‐UK Express Road Freight and Value Added Logistics. In November, we acquired Dubai‐based Docman Limited,
a documents and records storage, scanning and management specialist. Docman will be teamed with InfoFort,
Aramex’s regional and market leading wholly‐owned document records management company, which was acquired
in 2005. The move will consolidate InfoFort’s position as the only premier documents storage and management
enterprise in the region and offers synergies with its core business and markets.
Company Structure
Aramex PJSC is a Public Joint Stock Company listed on the Dubai Financial Market, the company was registered in the
Emirate of Dubai, UAE on 15 February 2005 under the UAE Federal law No 8 of 1984 (as amended). On 22 June 2005,
the company acquired 100% shareholding in Aramex International Limited, a company incorporated under the laws
of Bermuda.
Aramex is a global provider of total transportation solutions offering express delivery, freight forwarding and
logistics services.
Awards and Certifications
Aramex received a number of awards in 2006 including:
� “Global Express Delivery Company 2006”, from the Institute of Transport Management (ITM), the UK‐based
international standards‐setting organization for the sector.
� Three “Middle East Logistics Awards 2006” (MELA) awards: “Best Express Operator”, “Entrepreneurship in
Logistics ‐ Outstanding Achievement” and “Personality of the Year ‐ Land Transport Industry”.
Also in 2006, Aramex received a globally recognized certification as a result of its successful application of the
highest international standards for security across its logistics network. The Technology Asset Protection Association
(TAPA) – the transportation industry’s global technical authority ‐ has certified the security structure and
organization that Aramex applies throughout its supply chain.
Aramex is certified to the globally recognized ISO9001:2000 generic management systems standard for quality
management. Our scope of registration is: “The provision of an international express and domestic express courier
and freight forwarding logistics service”.
Report Profile
This report, which is the company’s first sustainability report, covers the sustainability performance of Aramex for
the 2006 calendar year. Where possible, data for preceding years is provided for comparison purposes. The following
sections present information about Aramex International Limited for the years 2004 and 2005 and information about
Aramex PJSC for the year 2006.
This is the company’s first sustainability report. Social, environmental, health and safety, and other performances
were not previously reported.
This report outlines commitments and targets for priority performance aspects for 2007. The company will report on
its performance against these goals next year, and intends to issue a sustainability report annually.
Aramex Sustainability Report 2006 Page 9

For questions or feedback on the content of this report, please contact:
Raji Hattar, Chief Sustainability and Compliance Officer (Email: sustainability@aramex.com)
Or write to: Sustainability Team, Aramex GSO, P.O. Box 960913, Amman 11196, Jordan
We expect this report to be used extensively by sustainability experts. We also hope for and intend to encourage its
use by all of the key stakeholders outlined in this report - we believe this report presents an outstanding platform
for improved dialogue, collaboration, and sustainability innovation. For example, we hope that it will serve as both a
motivational tool for our employees, particularly as an inspiration for innovation and for improved performance
across all dimensions of sustainability. As one of the first sustainability reports in the Arab world, we also hope that it
will be reviewed by opinion leaders and chief executive officers and provide inspiration for the widespread take-up
of sustainability in the region.
Scope of the Report
> Determining our Priority Sustainability Issues
We have undertaken a systematic process for identifying the company’s priority sustainability issues. We have
applied each of the principles for defining report content. Our process has resulted in the identification of seven
major sustainability issues that will drive our sustainability strategy. We report on each of these major issues in this
report. These issues are all deemed essential to business success and are not prioritized. Prioritization within each
issue is defined in the form of a selected group of Key Performance Indicators (KPIs) and related targets that we have
determined as the best means of achieving progress towards sustainability. We provide 3 year and 1 year targets for
these KPIs.
We have determined our sustainability issues - and thus materiality - using a process consistent with the G3
‘Reporting Principles for Defining Content’. In particular:
Materiality: We considered and believe we have covered all topics (and included associated indicators) that reflect
the organization’s significant economic, environmental, and social impacts, or that would substantively influence the
assessments and decisions of stakeholders. This includes main issues raised by stakeholders, issues reported on by
our peers, standards and guidelines including the GRI G3 Reporting Guidelines and the GRI Logistics and
Transportation Sector Supplement (see GRI index, page 102), regulations and laws in our countries of operation,
critical factors for enabling success including our corporate culture, the state of existing systems within the company,
and the significant potential of our core competencies to contribute to sustainable development.
Stakeholder inclusiveness: We considered and believe we have identified all of our key stakeholders and have
outlined how we engage them, our understanding of their interests and expectations, and how we have responded.
Sustainability context: We considered our sustainability context, taking into account global trends towards
sustainability but also considering regional and local contexts in which we operate. In some cases we point out the
different priorities among these contexts, and how we try to best address these issues from multiple perspectives
Reporting boundaries and completeness: We aimed to ensure that our report boundaries covered as much of our
economic, environmental, and social impacts as possible, while also yielding quality information for the report and
clearly defined boundaries. We believe this report enables stakeholders to assess Aramex’s performance in this
reporting period. We furthermore commit to expanding our coverage in future years.
> Ensuring Quality in our Sustainability Reporting
Quality is a core element of the Aramex culture and we have vigorously attempted to achieve highest level of quality
within the restrictions of our current management systems. We have used the GRI ‘Reporting Principles for Defining
Quality’, including:
Balance: We believe this report presents both the positive aspects of our performance, as well as areas requiring
significant improvement.
Comparability: Wherever possible we have provided year on year data, and have attempted wherever possible to
follow the GRI Indicator Protocols in order to facilitate comparison of our report against industry peers and other
companies practicing sustainability.
Aramex Sustainability Report 2006 Page 10

Accuracy: We have aimed for maximum accuracy. Where estimations or other limitations to the data are involved,
this is identified.
Timeliness: This report is being released within 4 months of 2006 year end, and will be presented at Aramex Annual
Leaders Conference celebrating the company's 25 th anniversary in order to allow for discussion of all aspects of our
performance in 2006.
Clarity: Sustainability is a relatively new concept to many regions where we operate and we have made an effort to
provide introductory information where useful to facilitate reader understanding of the report content.
Reliability: We have obtained third‐party assurance for this report, the scope of which is outlined in the assurance
provider statement. We have furthermore committed to improving management systems and data capture for all
key performance indicators as identified in this report, and a substantial number of other GRI indicators.
Reporting Boundaries and Limitations
The report covers our global operations. Most of the data in the report includes all 100% owned companies and
stations, including recent acquisitions (see next page). Where this is not the case, it is clearly stated.
� Limitations
Aramex is a non‐asset based company. This means that the company generally does not maintain assets and instead
uses the services of other transportation providers (such as airlines), and leases the majority of its vehicles. (Aramex
does maintain a small vehicle fleet). In some markets, most notably India, the company also sub‐contracts pickup
and delivery of express packages to local companies.
These considerations have major implications looking at factors such as fuel consumption and overall emissions,
including greenhouse gas emissions. For this report, our calculation of fuel consumption (from which emissions
might be derived) includes only fuel used for owned and leased vehicles, and not for example airplane fuel or the
third‐party contractors. We recognize this underestimates our overall emissions levels, at the same time as
understanding that there is ongoing debate about responsibility for such shared emissions. In the coming year we
aim to explore how best to track such emissions in the future – including considerations as to who should bear
responsibility for what percentage of emissions (including but not limited to, for example in the case of an airline –
the passengers, the airline, our customer, or ourselves).
This report also does not include:
� Franchises, of which there are 3 (Yemen, Switzerland, and Bulgaria) except for the financial relationship
(paying their invoices for delivering our packages). We hope to include these in 2007 reporting
� The Global Distribution Alliance (GDA). This is a global network independent of Aramex. As value chain
partners we do hope to positively and constructively engage the GDA in order to shift this alliance towards
sustainability. This will allow for the dual benefit of 1) significantly reducing our overall environmental
impact, and 2) being able to better measure our overall emissions and impacts.
This report partially includes:
� Sub‐contracted operations: The major market in which this approach is used is India. This report includes
fleet information, fatality information, and environment and health survey information from our sub‐
contracted Indian operations, as well as the normal accounting of its financial impact on our financial
statements. It does not include statistical human resources data for sub‐contracted operations but does
comment in places on these aspects (for example, see section ‘Global Workplace Conditions’). We are trying
to determine the best way to approach the inclusion of sub‐contractors, and we commit to expanding our
coverage to include further aspects of our sub‐contracted operations. The current exclusion is a result of the
challenges of a first sustainability report and meaningful extension of this work to sub‐contractors. We are
not aware of any material issues or concerns that require immediate reporting or action.
� Fuel consumption and emissions estimates – we have calculated our fuel consumption but it is our concern
that an emissions estimate would not meet sufficient quality considerations. We aim to provide emissions
data, along with comparable historical data where possible, as soon as we have obtained sufficient data to
Aramex Sustainability Report 2006 Page 11

enable an accurate and reliable volume of emissions. We will be making our emissions estimate available
online in the coming months, prior to our next report.
� Environment – as noted, this report does not include fuel consumption or emissions (including greenhouse
gases) from aircraft and ships used in transportation of products. As we determine better means of assessing
these emissions, we will ensure that data is presented in a manner that allows for comparability of
performance year over year.
� Other Considerations
Acquisition strategy: The company is currently undertaking rapid growth through an aggressive acquisition strategy.
We will attempt to present future data in a manner that allows for clear comparability and understandability. For
this year’s report, we did not distinguish the added impact of any acquisitions with regard to any indicators.
Data measurement techniques: Unless otherwise stated, indicators include global coverage, subject to the above
considerations. Different indicators may have different levels of preciseness. For example, the company already has
in place strong management and information systems for financial data and human resources data and therefore
this data is more accurate than other areas, such as water consumption where data is being collected for the first
time with no prior information systems. This necessarily involves some level of estimation. We have provided an
explanation of any estimation including the level of accuracy and approach to data collection for the relevant
indicator.
Where possible, data for preceding years is provided for comparison purposes.
Where currently not complete, we aim to enhance data completeness, expand data coverage beyond the boundaries
of this report, and expand coverage in terms of number of indicators.
Key Performance Indicators: The report references a set of Key Performance Indicators (KPIs). Many of the proposed
KPIs have no previous measurement but nonetheless we have determined that these indicators will ultimately be
more meaningful than indicators for which we could present current data. In 2007 we intend to establish baseline
measurements of current performance for all KPIs.
This report includes a GRI content index. It can be found on page 102.
Aramex Sustainability Report 2006 Page 12

The Sustainability Opportunity
Sustainability fits. It fits with our goal of creating long‐term value for our
investors by being the company of choice for all of our key stakeholders. It fits
with our corporate culture, which has always focused on entrepreneurship
and innovation, opportunities for growth and development, diversity across
our global network and respect for others. It fits with our aim of finding the
most efficient ways of meeting our customers’ growing needs. It fits with our
role of facilitating responsible economic commerce and development. It fits
with our understanding of our role in society and the history of actions which
faithfully reflect it. And it fits with our growing recognition of the need to
aggressively and urgently work to eliminate any harmful environmental
impacts.
Most excitingly, applying a sustainability lens to our view of the world has
helped us to illuminate tremendous business opportunities, as well as expanded responsibilities. Our role as a global
company is to look deeply and responsibly at the impact of our business on our stakeholders and the world at large.
This report is a starting point. It uses the GRI guidelines, including the ‘Logistics and Transportation Sector
Supplement’. We self‐declare this report to be Level B+, and have obtained Level B+ through third party assurance
from Ernst and Young. The Global Reporting Initiative (GRI) has also reviewed this report and rated it B+.
� Our Sustainability Context
We are primarily a non‐asset based company; although we operate in a
traditionally asset‐intensive business, we deliver our services using minimal
owned assets. This strategy has been key to our overall business success. We
also believe it holds great potential for our sustainability performance because
it permits us to more rapidly implement less capital intensive environmental
enhancements and allows us to integrate environmental performance as
criterion in choosing between prospective business partners whose services we
use in our shipment delivery cycle.
Another unique aspect of our business is the Global Distribution Alliance (GDA),
a partnership network of 40 leading logistics and transportation companies for
which we act as an elected coordinating and administrative body. This network
allows us to have global reach without extensive duplication of office and
operational facilities, which positively influences our environmental footprint
but also creates additional challenges in promoting sustainability through our
value chain.
Letter from the Founder and CEO
Our definition of
sustainability
management is the
integrated
development and
growth of our
economic,
environmental, and
social performance in
a manner that
optimizes value for all
of our stakeholders.
We are a Middle East‐based company, historically focused on delivering services in the Arab world and South Asia.
There are many international and regional issues that must be factored into our sustainability context, including both
real and perceived cultural positions on some sustainability issues; for example, the role of women in the workplace.
Many aspects of sustainable development are only beginning to appear on the public radar (e.g., environment).
There is limited sustainability take‐up by companies. In fact, to our knowledge there are few if any other indigenous
companies issuing sustainability reports.
Aramex Sustainability Report 2006 Page 13

� Strategy and Analysis
Our Sustainability analysis and strategy have been informed by several sources:
� The perspectives, concerns, and opportunities identified by our own direct stakeholders
� International standards, guidelines, and expectations, including the Global Reporting Initiative,
AccountAbility 1000, the UN Global Compact
� Trends in sustainability leadership by the world’s leading sustainability‐oriented companies
� Sustainability‐related global trends, key indicators, and performance in the logistics and transportation
sector
In 2006, we undertook a sustainability assessment and benchmarking process that assimilated / consolidated this
information, and arrived at seven priority Sustainability Drivers for our business:
� Attract and retain the best talent
� Workplace, Road Safety, and Security
� Economic Growth and Development
� Marginalization in Society
� Climate Change, the Environment, Sustainability‐driven Innovation
� Urban Impacts: Road Traffic, Congestion, and Urban Pollution
� Overall opportunities related to the trend Towards Sustainable Development (by businesses, markets,
investors, governments, civil society, consumers)
Further descriptions of these drivers, along with our associated strategies, Key Performance Indicators, and short
and long‐term targets are captured in a table on page 18 and 19. They form the basis for our sustainability
management and reporting.
� Setting Dramatic Targets
We are convinced that sustainability is the future direction of business. We also consider it to be imperative to
sustained prosperity, peace, and ecosystem integrity in our world. Although we are starting later than our
international counterparts in some aspects, we aim to be overall pioneers in sustainability, especially in the Middle
East region. Towards this end, we have set the following major sustainability targets:
� Become carbon neutral, succeeding as the first company in our industry globally to achieve this distinction
� Achieve a reduction of 50% in emissions within 3 years
� Achieve a reduction of 50% percent in vehicular accidents and injuries, and have zero fatalities within 3 years
� Work with other leading companies in the Middle East to help achieve a goal of at least 100 sustainability
reporters in the region within 5 years.
If these targets seem overly optimistic and ambitious, we agree. If they seem difficult, they are. But we are
convinced this is the future direction of business. We aim to be pioneers.
We also ask you to temporarily suspend judgment and take a look at our ambitious plans for achieving these goals,
as outlined in this report. We have a 25‐year history of surprising our stakeholders in positive ways. And I personally
believe that aiming for sustainability is the most important undertaking ever pursued by our company.
In closing, let me reiterate: Sustainability will transform the way we think about our business. It will lead to new
types of services, new levels of understanding, new ways of collaboration, renewed respect for our place in the
world, and a profound commitment to ecological preservation through sustainability innovation, all of which will
benefit shareholders and stakeholders alike.
Fadi Ghandour
Founder and CEO
Aramex Sustainability Report 2006 Page 14

Sustainability Philosophy and Framework
As an effort to capture our growing understanding of sustainability and how we can maximize our sustainability
strategy performance, we have adopted the following sustainability philosophy:
Aramex is committed to sustainability. We believe:
� That ultimately our business success, and the success of our customers, is dependent on achieving
optimal performance across economic, environmental and social performance – our sustainability
performance.
� That we will best succeed when we are the company of choice for all our key stakeholders –
customers, shareholders, employees, business partners, governments, and the communities in
which we work and live.
� That as a logistics and transportation solutions company, sustainability is at the heart of our
business, and that we have a responsibility to lead a transition to zero negative environmental
impact.
� That sustainability is consistent with, and the logical extension of, our corporate culture. It is
consistent from an ethical standpoint, from a belonging in the community standpoint, and from a
quality, creativity and entrepreneurship standpoint.
� That sustainability can drive our innovation agenda to new heights of success, and that we can
find ways to innovate which simultaneously create economic, environmental, and social value.
� Through our products and services, we help bring the world closer together. This is an important
time to be committed to this long‐term endeavor.
Aramex Sustainability Framework
Aramex Sustainability Report 2006 Page 15

Stakeholder Summary:
Who, How we Engage, Priority Considerations, and our Response
� Our Approach to Engagement with Stakeholders
We are a company that feels passionately about our role in society, and the importance of understanding that
responsibility. In principle, we have always acknowledged a compelling need to listen carefully to our stakeholders
and aim to be the company of choice for all of them. We define stakeholders as those individuals or groups who
impact on or are impacted by our business. We profile our key stakeholders in the tables in this section.
We believe that engagement with our stakeholders is at the heart of sustainability. It allows us to do our best to
understand, respond to, and work with our stakeholders to accelerate innovation and optimize development across
economic, social and environmental dimensions. At the same time, sustainability management gives us a framework
for more systematic, efficient and effective engagement. In 2007 we will be using the AccountAbility 1000
Stakeholder Engagement Standard as a learning tool and guide to achieve this. We aim to be able to assure our
sustainability reporting against the AccountAbility 1000 Assurance Standard by 2009.
The table on this page and the next page represents an overview of our key stakeholders and our existing
approaches to engagement. Near the end of 2006, as part of our first steps in implementing sustainability, we also
conducted smaller scale surveys including a very limited survey of employees on the quality of management’s
engagement with employees, and a survey of a small number of country operations managers to better determine
their priority issues in health, safety, and environment. We will be incorporating these and other survey questions
into a company‐wide employee survey that we will begin conducting annually from 2007. This engagement will form
the basis of several Key Performance Indicators including a Safety Culture perception index, a Sustainability
Innovation perception index, a Sustainability Culture perception index, an Employee Satisfaction perception index
and a Quality of Engagement perception index.
Stakeholder How we Engage
Employees
We have 5823* full‐time and
778 part‐time employees
across seven regions. Our
workforce is relatively young,
with the largest number
falling between the ages of
30 and 50.
* End of Year 2006
Customers
We serve over 50,000
customers, spanning a broad
geographic area,
concentrated mainly in the
Middle East, Europe, South
Asia and North America.
Primary methods of
engagement include regular
team and operational
meetings, brainstorming
meetings, performance
appraisals, surveys, focus
groups, and an annual
leaders conference.
Engaging the customers is
an ongoing process, as our
Teams consistently
communicate with
customers and gather their
feedback through one‐on‐
one meetings, the online
system, contact centers, and
surveys.
Priority Issues of
Stakeholder
Priority considerations
include:
� Salary
� Benefits
� Opportunity for
development and
promotion; Job security
and safety
� Overall great place to
work with good
reputation
� Staff development and
training
Priority considerations
include:
� Cost‐effective services
� On‐time delivery
� Safety and Privacy
� Customized Service
Our Response and
Performance
We aim to be employer of
choice for top talent in our
markets of operation. We are a
highly regarded employer in
markets where we have our
largest presence.
Overall great place to work and
reputation: Page 55
Salary: Page 56
Benefits: Page 56
Opportunities for development
and promotion: Page 52
Job security and safety: Page
56
We aim to engage our
customer base in all regions
that we operate, and gather
their feedback to use it in our
strategy.
Customer care: Page 38
Systems and tools: Page 39
Customer engagement: Page
39
Safety and Privacy: Page 41
Responsible Marketing: Page
41
Aramex Sustainability Report 2006 Page 16

Stakeholder How we Engage
GDA and Business Partners
The Global Distribution
Alliance (GDA) is a
partnership of over 40
leading logistics and
transportation companies.
Other business partners
include vehicle leasing
companies, suppliers of
product components,
suppliers of our assets (e.g.,
vehicles), and service
providers, among others.
Shareholders
Our shares are widely held.
We had 36524 shareholders
at the end of 2006. Our
largest shareholder owns
approximately 9.9%.
Our institutional investors
hold approximately 51 % of
the total shares.
We increasingly hope to also
attract worldwide investors
applying sustainability criteria
to investments.
Communities and Society
The wider society of the cities
and countries in which we do
business. This includes the
communities where our
operations are located. It also
includes marginalized
communities where we
operate, and communities
impacted by natural and
human disasters in our
regions of operation.
The Engagement process
with the GDA is well
structured, and includes: an
elected Board of Partners
that acts as a strategic and
policy setting group for the
network; provision of a full‐
time staff at Aramex GSO to
interact with and address the
day to day GDA issues
operationally and
administratively; an Annual
GDA Conference, for which
the GDA staff at the GSO
handles the coordination and
arrangements.
Engagement with sub‐
contractors and suppliers
occurs primarily during
negotiating, transactions,
and servicing.
Primarily through our Annual
General Meeting, Annual
Report, quarterly earnings
reports, press releases, the
investor relations section on
our website, and our investor
relations office and contact
persons for direct inquiries
or concerns.
Methods of engagement
include:
� Through our stores and
outlets (as customers)
� Through our employees
and their families
� Through direct feedback
mechanisms – such as any
community concerns
around noise, traffic, and
road safety
� Through our contributions
and participation in
community events,
including sporting events
� Through direct
engagement at major
initiatives such as Ruwwad
Foundation and Jabal Al‐
Natheef
Priority Issues of
Stakeholder
Ensure global reach, high
quality of services provided by
each member, and overall
ability of GDA members to
compete on par with biggest
global logistics and
transportation companies.
Require coordination and
fairness of GDA issues such as:
Pricing, quality standards,
membership standards,
competition and collaboration
among members, and
equitable dispute mechanisms.
Suppliers are primarily
concerned with on‐time
payment, ongoing securing of
Aramex business, and ability to
compete for Aramex business.
• Above average return on
investment
• High integrity, efficiently and
effectively managed
company
• Outstanding corporate
reputation and brand
• Excellent continuous growth
Being a good corporate citizen,
including:
� Noise management
� Road safety
� Traffic congestion
� Job creation, local hiring,
paying good wages and
caring for employees
� Giving back to society and
communities where we
operate through charitable
donations
� Expectation to respond to
disasters and be a delivery
vehicle for people to make
their own contributions to
disaster relief
� At Jabal Al‐Natheef, support
in empowerment through
lobbying for basic services
Our Response and
Performance
GDA management: We
fully support the GDA as a
critical strategic business
partner and have been
elected to manage the
GDA from our GSO
offices. Page 82
Suppliers: We aim to treat
our business partners
with the same respect
and level of quality that
we expect from them in
our business dealings.
Page 80
We have achieved
outstanding profitability
and growth along with
reputation for integrity
and results.
Profitability: Page 30
Growth: Page 30
Reputation and brand:
Aramex ranked 13 th by
Forbes ‘Top Arab Brands’,
2006. Page 3
Return on investment:
Page 31
We strive to be well‐
regarded as an
outstanding corporate
citizen.
Noise management: Page
68
Road safety: Page 68
Traffic congestion: Page
69
Job Creation: Page 77
Charitable donations:
Page 74
Emergency relief: Page 78
Jabal Al‐Natheef (case
study): Page 75
Aramex Sustainability Report 2006 Page 17

Sustainability Issues, Key Performance Indicators, and 3‐year and Long‐Term Goals
Based on our Sustainability Philosophy and Framework, we prioritized our key sustainability issues. Although we
consider each of them important as we set aggressive performance indicators to achieve our goals. The following
table lists the issues, offering a brief description of the issue and then outlining our response – starting with our
perspective and then outlining our related Key Performance Indicators and 3 year and long‐term targets.
Sustainability Issue Summary of the Issue Our Perspective
1. Human Resources
Development: Attracting and
retaining the best talent
2. Workplace and Road Safety,
and Security
3. Economic Growth and
Development
Quality human resources are one of Aramex’s most
important assets. Adopting sustainability can be a major
motivating factor for attracting top talent. Sustainability
suits the Aramex culture and is a logical next step for us.
Sustainability leadership also offers visibility to top talent
in markets where Aramex has a smaller presence.
This is increasingly considered to be a basic principle of
management excellence and a non‐negotiable aspect of
the best places to work. In addition to the direct costs of
accidents, road safety is moving to the forefront of the
public eye in many major Aramex markets and thus can
affect reputation.
Sustainability is not separate from the business profit
requirement. Sustainability is a core management
approach that recognizes shareholders as a key
stakeholder and aims to secure profits in the short and
long‐term. Profitability can be improved with sustainable
practices.
4. Marginalization in society Two forms of marginalization pose moral and business
dilemmas – economic and social; marginalized
populations within the Middle East (such as refugee
camps, or regions affected by natural disaster), and the
growing global polarization between the economically
developed and developing countries.
5. Climate change, environment,
sustainability‐driven innovation
6. Urban impact: Road Traffic,
Congestion, and Urban Pollution
7. Overall opportunities related
to the trend towards sustainable
development (by business,
markets, investors,
governments, civil society, and
consumers)
Climate change is currently a low‐ranked issue in the
Middle East, but is the top environmental or social
challenge for the transportation sector globally (due to
greenhouse gas emissions from transport). Elimination of
emissions will become central to business success and a
key focus of innovation.
Urban congestion is becoming a major irritant in many of
Aramex’s key markets, and as such it is also becoming a
very public issue. This issue also has both direct costs
(e.g., fuel, safety) and reputation costs (e.g., missed
delivery deadlines, and Aramex may be viewed as
contributing to congestion).
More than half of all Fortune 500 companies have
adopted sustainability. Major stock markets have
sustainability indices, with investors viewing sustainability
as the next step in management excellence. There is,
however, little or no sustainability reporting in the Middle
East, representing an enormous opportunity.
Our business success will
ultimately only be sustained
by the quality of our
people.
We are committed to the
health and safety of all our
employees, and all persons
affected by our operations.
We believe that we will be
rewarded financially for
continuing excellence in
service quality, customer
care, and innovation
towards sustainability.
We believe that all people
should have equal
opportunity and equal
rights.
We must innovate towards
an economy that does no
harm to, and helps to
regenerate, our
environment.
We are committed to
playing our part in helping
to reduce traffic congestion
and pollution to ensure high
mobility, vibrant, safe,
healthy and clean cities.
We believe that sustainable
development is the only
viable path forward.
Aramex Sustainability Report 2006 Page 18

Key Performance Indicators Long‐Term Strategic Goal Short‐Term 2009 Strategic Targets
Employee Satisfaction and
Motivation Index
Salaries and benefits
Training per employee
Women in management
External rankings
Workplace conditions
Fatalities
Lost‐time injury (LTI) rate
At‐fault accident rate
Growth
Profitability
International recognition
Number of marginalized persons or
families positively effected
Greenhouse Gas Emission reductions
Fuel consumption
Fleet composition – emissions rating
Service Innovations and revenue
from green services
Driving delivery time
NOx and other smog emission
reductions
Partnerships and service Innovations
Public and media recognition as
sustainability leader
Direct impact on take‐up of
sustainability in countries where we
operate
Foster a sustainability‐rooted
culture of excellence in innovation,
entrepreneurship, creativity,
dynamism, results, and respect and
care for our employees and others ‐
to be our number one competitive
asset
Drive for Zero; zero at‐fault
fatalities, zero at‐fault injuries, zero
at‐fault accidents
To be recognized as the 5 th global
logistics and express transportation
company in the world
Create opportunities and initiate
meaningful change in marginalized
societies, touching over 1 million
underprivileged persons
Be the first global logistics and
express transportation provider in
the world to be carbon neutral
To create innovative services that
will help shape and accelerate
‘sustainable cities’
Be the pioneer in the Middle East,
Gulf, and North Africa. Ultimately,
earn ranking among international
sustainability leaders. Achieve
corresponding recognition and
growth in customers and ‘green’
customers
40 hours per employee annual average, with
some level of training offered to 100% of
employees
10% women in senior management, 20% in
middle management, 25% among ‘leaders’
Top 10 Most Respected Employers / Best
Places to Work / Most innovative companies
in the Middle East
All stations capable of successful certification
against SA8000
50% reduction in accidents/shipment
50% reduction in LTI/shipment
0 fatalities
Achieve 18% growth in revenue and 20% in
profitability
Invest 1% of pre‐tax profits into the
communities where we operate
Continue to take a leadership role in
facilitating humanitarian assistance in
emergency situations
50% reduction in emissions per shipment
20% reduction in fuel
100% elimination of leaded gas consumption
50% of fleet transitioned towards LEV
(minimum Euro 4) where applicable
10 hybrid electric vehicles
2% of revenue from green services
50% reduction in NOx and other smog‐
related emissions from road fleet
10% reduction in driving delivery time
Be the sustainability performance and
reporting leader, as ranked by public
opinion, sustainability indices, and relevant
major international sustainability rankings
Engage at least 20 other companies plus GDA
members in Sustainability Excellence
Leadership Forums
Aramex Sustainability Report 2006 Page 19

Governance, Ethics, Management Systems, and External Commitments
� Governance and Board of Directors
We strive to be a governance leader. In 2005 we were listed on the Dubai Financial Market, where we met all its
requirements. The Emirates Securities and Commodities Authority has recently released ‘Corporate Governance
Regulations for Joint‐Stock Companies and Institutional Discipline Criteria’. We are actively and confidently working
to meet all criteria before they come into effect.
Aramex is overseen by a Board of Directors. They are responsible for adherence to and implementation of our
“Board of Directors’ Charter and Corporate Governance Guidelines”. There are currently eight male members, of
which seven (87%) are independent directors. The only management representative on the Board is Fadi Ghandour,
the Founder and CEO of Aramex. The chairperson of the Board is an independent director. Board members are not
currently required to own shares. Each year the Board recommends to the Company’s shareholders the amount of
remuneration to be paid to the Company’s directors. For the year ended 2006, the Board recommended and the
Company’s shareholders approved during the annual general meeting, that the directors would receive AED 100,000
each.
2006 was our first full year of operating with a Board. The Board physically meets four times per year. There are
currently two standing Committees – the Audit Committee and the Executive Committee. We aim to seek out highly
qualified board members, with several specific criteria outlined in our “Board of Directors’ Charter and Corporate
Governance Guidelines”, but also based on wider knowledge and best practice considerations. Conflicts of interest
are self‐declared by members of the Board and those members are excused from relevant discussions. Where
necessary, the Chair or another member can identify a potential conflict of interest involving another Board member.
The Board generally does not have direct contact with employees, but learns of their concerns and considerations
via the feedback processes within the Aramex system. With regard to shareholder resolutions, a shareholder must
own 10% of the company to automatically succeed in placing an item on the agenda. There are currently no
shareholders with 10% or more ownership (the three largest ownerships are 9.9%, 4.6%, and 4.2%). As such, agenda
items are at the discretion of the Board. Any shareholder can raise an issue during the Annual General Meeting.
Information about the Board and Aramex governance can be found in our Annual Report.
As part of the continuous improvement of our governance, management systems and controls, an Internal Audit
Department was established in June 2005. The Internal Audit function provides the Board of Directors, Audit
Committee and the management of Aramex with objective and reliable information that is useful in appraising
performance and measuring compliance with policies and procedures. It provides independent, objective assurance
and consulting services designed to add value and improve our operations. In‐line with the Institute of Internal
Auditors standards, it uses a systematic, disciplined approach to evaluating and improving the effectiveness of risk
management, control and governance process.
The Executive Team at Aramex is also governed by a strict system that measures their performance against the
indirect goals. On a yearly basis, and based on the economic growth of each region or station, financial targets,
quality of services and innovation, and internal and external leadership practices, the compensation is determined
by representatives of the top senior management.
� Governance oversight of economic, environmental and social impacts
Sustainability considerations are indirectly addressed by the Board in its review of ongoing priority strategic
considerations. There is not yet a direct mechanism for specific overview of broader sustainability issues, but this will
be integrated into future Board reporting and agendas beginning in 2007. The Board has already been briefed, and
its buy‐in secured, for Aramex’s commitment to sustainability and we aim to continually increase the Board’s
knowledge of sustainability management. The Board will be briefed on progress against sustainability targets at
every board meeting. There are not yet any additional requirements for qualifications for board members relating to
broader sustainability aspects such as environment, but this is subject to change in the near future.
� Internal Codes and Values Statements
Core Values and Principles Document: In 2006 we underwent a process to clearly articulate the core values and
principles of its culture. The purpose was to help ensure strong integrity and maintain Aramex’s unique culture in a
Aramex Sustainability Report 2006 Page 20

usiness climate of rapid growth. This process involved the participation of a large number of leaders in the Aramex
network; the resulting ‘Aramex Culture – Core Values and Principles’ document has been released in early 2007.
Code of Conduct: Also in 2006, we developed a Code of Conduct that captured the key integrity elements of the
culture and further outlined broader sustainability considerations across ethical, economic, environmental and social
dimensions. The Code will be launched in 2007, with a commitment to both training and a policy of sign‐off by all
employees.
� Management Systems and Continuous Improvement
Among our management systems, all processes that affect the quality of service provided to the customers have
related procedures, policies and standards in the Documented Quality Management System (DQMS). These
procedures, policies and standards detail the accountability for implementation and for quality assurance of the
processes. All documented procedures required in the international standard ISO9001:2000 are also defined. The
DQMS is implemented, maintained and continually improved in accordance to the changes in the business and is
always directed to better meet the needs of our customers.
We have developed our DQMS to be compliant with ISO 9001:2000 and it is certified by British Standards Institute
(BSI) for “The provision of an international express and domestic express courier and freight forwarding logistics
service”.
Aramex deploys a continual improvement philosophy throughout the entire organization by:
� Having well qualified, competent and trained Quality Representatives in our stations around the world, to
make sure our corporate policies, standards, and procedures are monitored and followed.
� Planning of improvements of the quality system within the framework of management reviews. The output
of this planning is expressed in the form of quality system objectives at all relevant departments within the
organization. Aramex Quality objectives can be classified into:
• Policy objectives: these objectives are principal and strategic objectives that apply to the whole
organization.
• Quality Performance objectives: these objectives set specific, measurable targets for improving
operational performance. They are established, documented, and monitored through the performance
appraisal on semi‐annual basis.
• Service and Product Quality objectives: these objectives pertain to the improvement of services and
products, as well as maintaining a consistent acceptable service level that meets Aramex standards,
which is verified through the QSA audits.
• Quality System objectives: These objectives relate to the improvement of quality system processes
and performance.
� The establishment of several awards, which provides appropriate recognition to those individuals and
teams at Aramex who contribute significantly to the vitality and strength of the company.
We adopt additional management systems and related tools with regard to specific activities. For example, we have
developed a Vehicle Tracking System, Stock Management System, and other technical systems that support
management and quality procedures. Our approach to management systems is further detailed at the beginning of
relevant sections of this report.
� External Management System Standards and External Commitments
In addition to being ISO9001:2000 certified, as we move forward in adopting sustainability management we are
planning to use an increasing range of external management system standards and sustainability assurance and
quality standards. We have used the Global Reporting Initiative’s G3 Reporting Guidelines for this report, and we are
committed to using several external management systems standards to provide
insights and guide our work in the development of enhanced Aramex management
systems. The standards we will be using include the AA1000 for effective stakeholder
engagement and overall sustainability assurance; the OHSAS18000 for guidance on
health and safety, the ISO14000 for guidance on environmental management systems,
the SA8000 with regard to managing labor conditions, and the London Benchmarking
Group model for our community investment. For most of these management system
tools, we intend to ensure that we could successfully be audited against them by end
With the release
of this report we
commit ourselves
to the UN Global
Compact
Aramex Sustainability Report 2006 Page 21

of 2009. However, we have not yet committed to those audits until we can assess both the value of the above
systems to our work, and any additional value from accreditation of such systems.
More information on our management systems can be found in our Disclosures on Management Approach section,
and in the relevant sections of this report.
Based on our sustainability performance assessment and issues identification, we are committed to the
Precautionary Principle with regard to the environment as evidenced by our direct statement of concern regarding
the human contribution to global warming, and our commitment to be the first company in our sector to be carbon
neutral.
With the release of this report we also commit ourselves to the United Nations Global Compact. Our newly
developed internal Code of Conduct is consistent with the Global Compact.
Aramex Sustainability Report 2006 Page 22

Memberships
Aramex, based on its location and operation, is a member of the following entities.
Freight
Logistics and
Ground
Operations
Express
Information
Technology
Entity
Member of International Air Transport Association (IATA)
Members on individual station basis. All our other stations are under processing to become IATA‐approved.
We are IATA‐approved agents with individual CODE/CASS numbers in each of: Amman, Amsterdam,
Bahrain, Bangalore, Beirut, Birmingham, Cairo, Chennai, Cork, Dammam, New Delhi, Doha, Dubai, Jeddah,
Manchester, Mumbai, Riyadh, Shannon, and New York.
Members of Fédération Internationale des Associations de Transitaires et Assimilés / "International
Federation of Freight Forwarders Associations (FIATA)
Members of The International Air Cargo Association (TIACA)
Member of World Freight Alliance (WFA)
Member of the Supply Chain and Logistics Group.
Member of Global Distribution Alliance (GDA)
Member of Express Delivery and Logistic Association
Member of Information Technology Association of Jordan (INTAJ)
Quality BSI Registered (British Standards Institute)
Security
Member of Transported Assets Protection Association (TAPA) – Jordan
Member of Transportation Security Association (TSA) ‐ USA / Aramex is an indirect air carrier
Member of Customs Trade Partnership Against Terrorism (C‐TPAT) ‐ USA / Customs Dept. Aramex NYC is
member
Department of Transport (DfT) ‐ UK / TwoWay and Priority are listed agents
Others Aramex – JFK Membership:
KAMCO: Brokerage
ABANA: Arab Banks for North America
MCAA: Association for messenger companies ( Recently joined)
� Forums, Foundations, Associations, and NGOs:
Aramex, through international forums, business associations and civil society organizations and foundations, is
involved in the following entities as an active member:
� The World Economic Forum
� The Arab Foundation for Sustainable Development "Ruwwad"
� The American Chamber of Commerce in Jordan (AmCham‐Jordan)
� Jordan European Business Association (JEBA)
� World Trade Center – Jordan Chapter
� Jordan Exporters Association
� Young Entrepreneurs Association (YEA)
� INJAZ ‐ Jordan
Aramex Sustainability Report 2006 Page 23

� CEO memberships or involvements in public policy and civil society
Aramex Founder and CEO is also an active member in different forums and high profile entities and committees that
are working on public policy issues. Such as:
The World Economic Forum
Founding Member of the Executive Committee of the “Arab Business Council" (2003‐2006)
The Arab Business Council (ABC) is composed of the leading representatives of the Arab private sector who are
committed to enhancing economic competitiveness in the Arab world.
The ABC aims to facilitate cooperation among the leading business institutions and corporate leaders in the Arab
world in order to help equip their societies to compete in the global economy and to contribute to the development
of an equitable society. The ABC is acknowledged as a credible and legitimate voice of the Arab business community
within the international community.
“Kuluna Al‐Urdun” (We Are All Jordan) Initiative
Member
This initiative aims to identify and address Jordan's national, social, political and economic priorities, as well as reach
a national consensus on mechanisms that assure that those priorities are met.
Young Presidents Organization (YPO)
Founding Member of the Jordan Chapter / Middle East and North Africa Area Chairman 2003 to 2005
YPO develops “Better Leaders through Education and Idea Exchange” by providing a challenging environment that
promotes the exchange of ideas and shared experiences. By inspiring the continual improvement of each individual
leader, YPO facilitates the acquisition of knowledge—and, more importantly, the development of wisdom.
Ethics, and avoidance of bribery and corruption
We believe we have an excellent record with regard to avoiding bribery and corruption, which are strictly forbidden
at Aramex. Our main tool for monitoring risks relating to bribery and corruption in our business units are our
standard financial accounting and auditing – we do not currently undertake extra analysis of such risks. Our Code of
Conduct, which will be adopted aggressively in 2007, provides guidance on this issue and more detailed policies and
procedures will be developed, as well as a tracking mechanism for incidents and actions taken. In 2007 we will be
training employees on these enhanced anti‐bribery and anti‐corruption policies and procedures.
We feel that our sector in the Middle East and Gulf could benefit from collective efforts to help ensure the integrity
of the industry. In 2007, we hope to initiate a multi‐stakeholder project together with high credibility NGOs in the
field of transparency and the reduction of bribery and corruption, and with willing companies, in an effort to ensure
a level playing field.
We have never been the subject of legal actions for anti‐competitive behavior, anti‐trust or monopoly practices, or
profiteering. We are confident in competing legitimately and fairly with other companies. For our compliance with
Law, there were no instances of significant monetary fines or non‐monetary sanctions for non‐compliance with laws
and regulations.
Public Policy and Political Affiliations
Our public policy positions are consistent with our sustainability positions and commitments. There are no notable
public policy issues in which we are aggressively involved. We support public policy development in areas of concern
to us where existing public policy is lacking. We do not make any financial or in‐kind donations to any political parties,
politicians, candidates, or related institutions.
Aramex Sustainability Report 2006 Page 24

Disclosures on Management Approach
The Global Reporting Initiative’s G3 Guidelines for Sustainability Reporting request that we clearly present our
management approach to each aspect listed across economic, environmental and social performance in the GRI. As
such, we summarize our management approaches here. Additional information on our management approaches can
often be found in relevant sections.
� Our approach to managing Economic Impacts
Economic Performance: Our economic performance is well managed through a combination of our Documented
Quality Management System, the Sage Accpac financial reporting system, and our internal controls environment
including periodic and continuous internal audit reviews. Our financial accounts are guided by the International
Financial Reporting Standards (IFRS) and are also assured by external auditors. We are ISO9001 certified for our
quality of management practices including economic management. We have designated Quality Representatives in
almost all of our stations.
Market Presence: Our human resources management system allows for tracking and oversight of local hiring. Our
Code of Conduct stipulates the necessity of complying with the minimum wage requirements per country or location
in all of our markets. Our Stock Management System tracks a growing number of materials procurement, including
the location of the sourcing of the items. We do not have any policy in place that stipulates local purchasing criteria.
We can also track our market presence and costs of goods purchased in various markets through a review of our
costs on a station‐by‐station basis using our financial management systems.
Indirect Economic Impacts: We currently do not have a system for managing our indirect economic impacts.
� Our approach to managing Environmental Impacts
Overall: Although we do not currently have an ‘environmental management system’ in place, in some instances we
use other systems that yield similar information for the majority of our operations (e.g., supporting documentation
from financial accounting systems can yield environmental data and tracking). However, our TwoWay Vanguard
operations have an ISO14001 certified environmental management system in place. In 2007 we will take serious
steps to implement a company‐wide environmental management system.
Materials: Our Stock Management System tracks a growing number of our procurements, including by unit and by
weight, allowing us to assess and monitor our consumption. Our Fleet Management System –currently under
implementation– will track fuel purchases and consumption.
Energy: Documentation of our electricity bills allows us to determine our electricity (indirect energy) consumption.
Water: Documentation of our water bills allows us to determine the majority of our water consumption. However, in
some locations we pay a flat fee for water and thus precise water consumption is not readily available.
Biodiversity: We do not have any system for managing any impact on biodiversity. We consider our biodiversity
impact to be minimal.
Emissions, Effluents, and Waste: We do not yet have any systematic mechanism for calculating emissions. Our Fleet
Management System being implemented will track fuel consumption, fuel efficiency, kilometers driven, types of fuel,
etc., allowing for good quality emissions data. We currently calculate effluents and waste based on input quantity (of
water and materials), since no recycling occurs.
Products and Services: There are currently no systems in place to manage the environmental impact of this aspect,
although the amount of plastic and other materials used is measured using our Stock Management System and thus
forms the basis for measured performance improvement.
Compliance: Our stations must be aware of environmental laws and regulations and adhere to them. In many cases,
the leasing companies share or lead in some of these responsibilities – for example, in most cases, the leasing
company is responsible for undertaking obligatory maintenance and emissions testing.
Aramex Sustainability Report 2006 Page 25

Transport: There are currently no systems in place to manage the environmental impact of this aspect.
For further information on environment management systems, see pages 83 ‐91.
� Our approach to managing Social Impact – Labor
Aramex has in place a human resources management system that captures many of the GRI Labor aspects. A
comprehensive new human resources system is being implemented in 2007. The HR management system is the
platform for HR management by the HR department. Depending on the size of the station, we have either full‐time
or part time (full‐time persons with several areas of responsibilities) HR representatives appointed at all stations.
Employment: Employment‐related data is managed daily using the human resources management system.
Labor‐Management Relations: There are currently no employee or representative forums within the company, and
thus no supporting systems. Labor‐management relations are assessed and managed using regular meetings,
performance evaluations, and surveys and follow up action plans.
Occupational Health and Safety: Safety is currently the responsibility of operations managers and security managers
within the stations, including adherence to any specifications outlined in our Documented Quality Management
System. Aramex will begin to put in a place a comprehensive OHS management system in 2007.
Training and Education: In 2007 we will begin systematically tracking training and education through the soon‐to‐be‐
launched Aramex corporate university.
Diversity and Equal Opportunity: Performance against our stated practices relating to diversity and equal
opportunity are periodically checked by our HR department. We track gender and age information, but not
information on religion.
For further information on HR management systems, see pages 42 ‐ 58.
� Our approach to managing Social Impact – Human Rights
We abide by the laws and regulations in the countries where we operate, or our own Code, whichever is the more
stringent. Most human rights related aspects are managed through the HR department.
Investment and Procurement Practices: Our significant procurement practices – in particular our sub‐contracted
Indian operations, include clauses relating to minimum working age and working hours. These are periodically
verified. Our investment practices currently do not include human rights screening.
Non‐discrimination: We currently do not have in place a systematic process for documenting cases of discrimination
within our management system. With the launch of our Code of Conduct in 2007, we are also implementing a more
effective procedure for reporting cases of discrimination that will give employees a higher level of confidence in
reporting any incidents.
Freedom of Association and Collective Bargaining: We do not have any policy against Freedom of Association and
Collective Bargaining.
Abolition of Child Labor: Our policies specifically state that we abide by international law and that we only hire high
school graduates (except in some locations). Our HR system tracks the age of all employees. We do not have a
system in place to verify the age of employees or contractors of our sub‐contracted operations, but intend to
implement this upon a review of major risks in 2007.
Prevention of Forced and Compulsory Labor: Our policies specifically state that we abide by international law and
include no forced labor. In cases where drivers routinely run long shifts, their agreements fully comply with
international standards. Our Fleet Management System currently being implemented is designed to more accurately
track the working hours of every courier driver, thus improving our ability to manage this aspect.
Aramex Sustainability Report 2006 Page 26

Complaints and Grievance Practices: The HR department has a procedure (HRT 513HR) for processing Employee
Grievance. This procedure covers the process of handling a grievance for any employee who feels that he or she is
being treated unfairly.
Security Practices: Aramex has published security procedures that cover all aspects of the business cycle. Aramex
stations comply with their local governmental security rules and regulations at each site, Aramex also has 2 TAPA
(Transported Assets Protection Association) certified sites in Jordan, and is working on preparing 4 more sites in the
Middle East to be TAPA certified.
Indigenous rights: To our understanding, this does not materially impact our business.
� Our approach to managing Social Impact – Society
Community: We currently respond to community concerns about our operations on a case by case basis. We intend
to put in systems to better track and monitor concerns relating to noise, driver behavior, impact on specific
communities near our operations, and other issues. We currently track our positive investments in society with a
specific line item in our Sage Accpac system for charitable donations. However, this line item significantly
underestimates our contribution vis‐à‐vis the London Benchmarking Model for calculating charitable investment.
This line item does not include in‐kind donations, volunteer time, leveraged donations (such as our campaigns to
secure and then transport aid for disaster‐struck zones), or investments in society with a commercial benefit.
Corruption: Bribery and corruption are strictly forbidden at Aramex. Our main tool for monitoring risks relating to
bribery and corruption in our business units are our standard financial accounting and auditing ‐ we do not currently
undertake extra analysis of such risks. Our Code of Conduct which will be adopted aggressively in 2007 provides
guidance on this issue and more detailed policies and procedures will be developed, as well as a tracking mechanism
for incidents and action taken.
Public Policy: Any financial contributions made to political parties would be transparently accounted for as such in
our Sage Accpac system. There are no such financial contributions. Our public policy position, when we have such, is
consistent with our business and sustainability strategy.
Anti‐competitive Behavior: It is our policy not to engage in anti‐competitive behavior.
Compliance: It is our policy to be compliant with all laws and regulations in the countries where we operate. Our
country managers, regional managers, and legal department are responsible for our performance and track our
performance. Our legal department would become engaged in any cases of non‐compliance.
� Our approach to managing Social Impact – Product Responsibility
In general, our InfoAXS system tracks the majority of information relating to our products and services.
Customer Health and Safety: We comply with TAPA and IATA standards with regard to product safety, particularly as
it relates to safe handling of products.
Product and Service Labeling: We comply with good practice on the labeling of our products and services, including
for example the identification and proper handling of hazardous waste. This information is collected by the Freight
division through information tracking systems. We also have at least one individual in all of our Express Outbound
Operations who is trained to deal with dangerous and hazardous materials.
Marketing Communications: Our policy is to adhere to ethical and transparent marketing communications in all
related types of communications.
Customer Privacy: Our policy is to ensure all sufficient conditions are set to protect customer confidentiality, and to
never compromise or allow customers’ information to leak, directly or indirectly, knowingly or negligently, as stated
in our Code of Conduct and internal policies.
Compliance: It is our policy to be compliant with all laws and regulations relating to the provision and use of
products and services in the countries where we operate.
Aramex Sustainability Report 2006 Page 27

CREATING ECONOMIC VALUE
Our Perspective
We believe that we will be rewarded financially for continuing excellence
in service quality, customer care, and innovation towards sustainability.
Long-Term Strategic Goal
B e r e c o g n i z e d a s t h e 5 t h g l o b a l l o g i s t i c s a n d
e x p r e s s t r a n s p o r t a t i o n c o m p a n y i n t h e w o r l d .

Our Contribution to Economic Growth and Development
Inside this Section:
� Facilitating regional and global trade and commerce Page 30
� Factoring the global trend towards sustainable development Page 30
� Our Economic Performance and Direct Impacts Page 30
2006 Highlights 2007 Goals 2009 Goals
� Acquired Freight Professionals,
TwoWay Vanguard, and Docman
� Growth in shipments 37.8%
� Growth in revenue 59.7%
� Growth in profitability 28.0%
� Growth in revenue of 18%
� Growth in profitability of 20%
� To be recognized as the 5 th global
logistics and express
transportation company by 2010
Aramex Sustainability Report 2006 Page 29

� Facilitating regional and global trade and commerce
Our purpose is to enable and facilitate global trade and commerce. Our primary indicator
for measuring our success in achieving this goal is the number of shipments delivered. (In
this report, ‘shipments’ refers to the total number of packages and shipments for all
product lines, unless otherwise noted). We have achieved phenomenal growth over recent
years, including 45% growth in shipments in 2005 and 38% growth in shipments in 2006.
This growth is partly organic growth and partly as a result of the implementation of our
strategic plan that calls for rapid growth through an aggressive acquisition strategy.
Number of Shipments
2004 2005 2006
2005
Growth
2006
Growth
Shop&Ship 14585 217527 334442 1391% 54%
Express 2557685 2927576 3303228 14% 13%
Domestic 8817606 13385340 19166672 52% 43%
Freight 127764 165179 202254 29% 22%
Total 11519644 16697627 23008602 45% 38%
Total number
of shipments
grew by 45%
in 2005 and
38% in 2006.
� Factoring the global trend towards sustainable development
The dramatic economic boom in the Arabian Gulf and many parts of the Middle East and Asia represents outstanding
opportunities for continued growth and contribution to trade and commerce, as do our growing links and business
with the rest of the world. However, care must be taken by all stakeholders that this economic development is
sustainable, and that corresponding social indicators and poverty reduction levels also improve at similar or better
rates. In many of the regions where we operate and particularly the Arab world, the young demographic is enormous
and requires massive economic development and job creation within a very limited time span. We believe that this
growth can be better achieved through global linkages in trade, commerce, and other connections which we help to
facilitate. Furthermore, healthy economies and prosperous and socially dynamic societies require an ecologically
healthy natural environment. Minimizing environmental impact is perhaps something not yet seriously considered in
the region, but we believe requires immediate attention.
Indeed, climate change poses significant opportunities and risks for our company. The impending emergence of a
carbon‐restricted economy has many implications for Aramex, not least:
� the possibility of reduced trade and movement of goods to reduce environmental impacts, where travel
across distances outweighs benefits of local production
� the costs of carbon associated with shipping
However, we see these more as opportunities to reduce our environmental impact while making our services more
competitive and attractive in an economy where low environmental impact is a distinct competitive advantage. Not
only could we potentially eliminate loss of business, but we might actually increase business if we can contribute to
the overall competitiveness of products. We intend to launch low‐carbon and zero‐carbon services at the earliest
feasible timeline as outlined in this report.
� Our Economic Performance and Direct Impacts
Profitability
Sustainability is fully aligned with the business profit imperative. Sustainability is a core management approach that
recognizes shareholders as key stakeholders and aims to secure sustained profits over the long‐term. Profitability
should be improved with sustainable practices. We aim to be rewarded financially in terms of key dimensions of our
sustainability approach including excellence in service quality, customer care, employee relations, health and safety,
and innovation towards environmental sustainability. We intend for sustainability management and reporting to
assist us in achieving our mission of being recognized as the fifth global logistics and express transportation service
provider by 2010.
Aramex Sustainability Report 2006 Page 30

In 2006, our profit increased 28% to
25.928M USD, following growth of
56% in 2005. As with revenue and
shipments, this was driven by a mix of
both organic growth and growth by
acquisition.
30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0
Profit (USD)
2004 2005 2006
Aramex Sustainability Report 2006 Page 31
Profits
Economic Impacts
We are a rapidly growing company with a wide variety of economic impacts. Some of our main direct economic
impacts are captured in the following table.
Direct Economic Value Generated and Distributed (USD)
2004 2005 2006
Total Revenue 188,736,413 232,492,773 371,345,471
Operating Costs 133,413,049 158,654,600 266,239,916
Employee Wages and
Benefits 40,893,631 51,921,842 76,847,719
Interest Exp 233,184 243,606 901,029
Taxes 881,924 1,068,830 1,208,132
Contribution and
Donations 345,075 220,362
Economic Value
Retained 12,957,351 20,258,821 25,928,313
Market Presence
Our growth also involves rapid geographical expansion and growth in new markets. We aim to contribute positively
to economic development in the communities where we operate. The charts on the following two pages help
indicate the distribution of our overall direct economic value across the main regions where we operate.
Of note is the significant growth in several markets including the tremendous growth in North Africa (in part as a
result of the acquisition of Freight Professionals on January 1, 2006), and including a major increase in revenue in
Europe (as a result of the acquisition of TwoWay Vanguard in April). With regard to expenses and suppliers, we
currently do not have any policy or practices in place for spending on locally‐based suppliers at significant locations
of operation – we hope to explore our options on this in greater detail in the next year. Regarding donations, we talk
later in this report in the investment in society section about enhancing the geographic distribution of charitable
donations, the majority of which positively impact Jordan (through the GSO), and the Levant (including Jordan, Iraq,
Syria, Lebanon, and the Occupied Palestinian Territories).

Total
Revenues
Operating
Costs
Employee
wages and
benefits
Interest
Exp
Overall Direct Economic Value Distributed across the Main Regions
Levant North Africa UAE KSA and Upper Gulf Europe and N.A India and Far East GSO and BERMUDA
18%
9%
11%
20%
11%
5%
11%
16%
19%
2004 2005 2006
18%
18%
6%
18%
20%
6%
15%
18% 16%
14% 12%
9% 7%
7% 8%
11% 20%
26%
17%
19%
16%
10%
19%
11%
18%
18%
8%
16%
5%
9% 15% 4%
14% 4%
9%
26%
1% 0%
19%
59%
25%
21% 0%
0%
16%
26%
51%
0% 1%
10%
26%
38%
0%
0%
14%
8%
29%
4% 6%
24%
22%
13%
9%
13%
14%
13% 6%
25%
8% 0% 0%
Levant North Africa UAE KSA and Upper Gulf Europe and N.A India and Far East GSO and BERMUDA
38%
18%
Aramex Sustainability Report 2006 Page 32
0%
36%

Taxes
Contributions
and
Donations
Economic
Value
Retained
Overall Direct Economic Value Distributed across the Main Regions (continued)
Levant North Africa UAE KSA and Upper Gulf Europe and N.A India and Far East GSO and BERMUDA
1%
2%
0%
44%
52%
2004 2005 2006
5%
0%
1%
29%
21%
31%
20%
47%
1%
3% 1%
0%
0%
43%
0%
0%
5%
1%
50%
41%
0%
1%
28%
18%
14%
15%
1%
0%
14%
19% 0%
44%
2% 3%
0%
0%
43%
10%
11%
1%
5%
Levant North Africa UAE KSA and Upper Gulf Europe and N.A India and Far East GSO and BERMUDA
20%
61%
35%
18%
25%
15%
27%
Aramex Sustainability Report 2006 Page 33
1%
18%
1%
8%
3%
3%
37%
1%
0%
0%

When assessing our local impacts relating to human resources management, our standard entry level wages meet all
minimum wage requirements in the countries where we operate. With regard to local leadership, we do not have a
formal policy of local hiring, but support it in principle. In 2005 we increased the number of managers in our country
stations by 22 people, all of them locally hired. In 2006 our performance declined slightly, due to the opening of an
office in Jeddah, Saudi Arabia, which we have initially staffed with one locally hired and 16 ex‐pat managers but
intend to transition to locally‐led management. Excluding Jeddah, our performance would have continued its
uptrend to 86%.
35
17%
Locally Hired Management
2004 2005 2006
169
83%
35
15%
191
85%
Locally Hired Ex‐Pats
53
20%
217
80%
Aramex Sustainability Report 2006 Page 34

CREATING SOCIAL VALUE
Our Customer Relationships Page 36
Our People: Human Resources Development Page 42
Health, Safety, and Security Page 59
Our Cities: Urban Impacts Page 66
Our Communities: Investment in Society Page 71
Our Business Partners and the GDA Page 80

OUR CUSTOMER RELATIONSHIPS
Our Perspective
We believe that our own success depends on the success of our
customers, and we must always regard our customers as a long-term
business partner, and help their business to grow to our mutual benefit.
Long-Term Strategic Goal
Innovate and deliver a wide range of cost effective, secured, on-time, and
customized services using the best technology solutions for our customers.

Inside this Section:
� Overview Page 38
� Customer Management Page 38
� Customer Service Page 39
� Customer Management Tools Page 39
� Customer Engagement Page 39
� Service Level Measurement Page 41
� Care for the customers’ documents and goods and Customer Privacy Page 41
� Responsible Marketing Page 41
� Product and Service Compliance with Laws Page 41
2006 Highlights 2007 Goals 2009 Goals
� Put in place an Interactive
Frontline SharePoint on
company intranet to share
knowledge
� Established customer service
structures across the network,
key performance indicators, and
customer service core values
that would lead to creating a
customer focused culture
� Launched The Golden Customer
Service Award
� Maintain 95% in customer
satisfaction
� Maintain 95% in on‐time
delivery rate
� Build capacity of frontline
personnel across the network
� Increase customer tools access
through aramex.com, PACK, and
ePOD
� Increase Sage Accpac CRM
development and utilization
� Structuring Contact Center
processes, applications and
procedures
� Conduct customer survey
� Positioning Aramex as the
company of choice in the region
� Exceed 95% in customer
satisfaction for all products and
services
� Exceed 95% on‐time delivery
rate for all products and services
Aramex Sustainability Report 2006 Page 37

Overview
Our Customer Relationships
Aramex has a diverse customer base, totaling over 50,000 customers in the year 2006, spanning a broad geographic
area, concentrated mainly in the Middle East, North Africa, Europe, South Asia and North America.
The customers’ spectrum ranges from individuals to blue chip companies in both retail and wholesale. Aramex
serves many customer segments including trading companies, pharmaceutical companies, banks, service and
information companies, manufacturing and regional distribution companies and express companies.
In response to the growing diversity of its customers, Aramex is continuously developing and offering a broad range
of services; from express services to door‐to‐door airfreight forwarding to customized special services. In addition to
the broad range of services, we offer our customers value‐added services to meet their ever increasing demands.
Customer Management
Aramex aims at continuously developing consistent, dependable and convenient interaction with customers in every
point of contact to build better customer relationships.
We understand that being a customer focused organization means
having a sustainable framework that involves focusing strategies,
business processes, people, training, knowledge and organizational
structures around customers in order to build strong customer
relationships; hence the Aramex structure is team based. At the heart
of its teams, Aramex Customer Teams are the single point of contact
for customers. The teams manage the customer relationship from
acquisition to service to strengthening. Using this model, Aramex
provides customers with efficient, consistent and convenient
interaction.
Customer teams are segment (industry) based, enabling further
specialized and customized customer support on a sector by sector
basis. This enables better understanding of customer needs and the
building of a knowledgeable team to respond to customer needs and
develop them further.
Over the next two years Aramex will further establish grass root principles, as follows:
Principle 1: Know more about customers; needs, value and anticipating relationship
Customer Service Core Values:
1. Empowerment
2. Timeliness
3. Customer Centric
4. Consistency
5. Proactiveness
6. Courtesy
7. Knowledge and
Competency
8. Efficiency
9. Pride of Work
Principle 2: Consolidate and make available all customer interaction information from all points of contact
Principle 3: Continuously develop a customer centric infrastructure that can consistently support the customized
treatment of each customer
Principle 4: Assign dedicated people, process and technology resources to achieve profitable results
Ultimately, by implementing CRM solutions, customers can expect:
1. Lowered cost, and improved service
2. Increased efficiency and effectiveness
3. Improved communications
4. Integration of end‐to‐end business processes
Aramex Sustainability Report 2006 Page 38

� Customer Service
Our customers entrust us with their valuable and important documents and
goods, and entrust us to deliver these documents and goods on‐time in
order to meet their critical business and personal needs. We take this
confidence and trust and responsibility extremely seriously.
One of the ways in which we demonstrate our commitment to customer
service is through providing excellent on‐time services. In 2006, our overall on‐time delivery rate was 94% covering
the services and products that we offer our customers in every part of the world. Our international network allows
us to successfully achieve this core commitment.
� Customer Management Tools
To facilitate customer interactions, Aramex has invested in its customer tools which are the means by which
customers access or request Aramex services. Aramex Customer tools include aramex.com, PACK, and ePOD which
are designed to provide customers with convenient channels and improve service at no cost to customers.
In managing customer relationship, Aramex addresses customers' needs through:
� Global Tracking System on www.aramex.com
Customers anywhere in the world at any time can communicate with Aramex to request various services and make
inquiries. Customer in any part of the world, and through the global tracking system, can track in an speedy and
simplified way all the outbound, inbound, and third party shipments.
www.aramex.com is designed with the customer in mind; where specific tabs are
created to ensure ease of use; "My Delivered Shipments", "My Pending Shipments",
and “My Exceptions Shipments". Customers can also prepare their shipments online
and, print waybills, create and manage their address books, view shipment history,
and generate customized reports. Online booking will automatically trigger a pickup
request which is directly queued with the dispatcher for the shipment origin entity.
PACK is a software that allows account customers to manage their shipping needs
electronically. PACK enables customers to build consignee lists, alert shipments, and
provides online communication. PACK interfaces with Aramex systems online to send
and receive shipments information.
ePOD is the Electronic Proof Of Delivery. With ePOD customers can be notified on the status of their shipments from
pickup time till delivery through their email or fax. The service saves customers the cost and time of manually
tracking their shipments. ePOD notifications can be customized to suit customer business needs.
� Contact Center
Aramex is investing in further developing contacting centers to enable customers to communicate seamlessly,
through voice, web, email, fax, WAP, and XML. Currently, contact centers handle the majority of shipment tracking
and pickup requests placed by customers.
� Customer Engagement
Aramex engages customers, mainly, through its Customer Teams. Additionally, Aramex conducts tailor‐made surveys
to gather customers’ feedback and measure their satisfaction with services offered.
In 2004, an independent market research company conducted a comprehensive survey in Amman, Dubai, Kuwait,
Riyadh, Jeddah, Cairo, and Beirut, reaching for more than 1000 customers to study their satisfaction towards the
eight listed attributes:
1. Professionalism
2. Customer Care
3. Speed
4. Flexibility
% on‐time
delivery
5. Wide Range of Services
6. Competitive Pricing
7. Friendliness
8. Global Coverage
On‐time delivery rate
2004 2005 2006
NA 88% 94%
Aramex Sustainability Report 2006 Page 39

Based on the customers’ responses across all target stations, Aramex scoured an average of 95% for its well rounded
services in the Express, Domestic and Freight services.
2.61 2.62 2.66
Price Satisfactory
Delivery
Time
2.57
2.6
2.53
Price Door to Door
Pick up and
Delivery
Price Satisfactory
Delivery
Time
2.54 2.52
Express Freight Domestic
Performance Ratings 96% 94% 96%
2.5
Performance Rating (Out of 3) on Express
2.56
2.5
Pick Up Time Shipment
Tracking
Invoicing Specialized
Storage and
Warehousing
Performance Rating (Out of 3) on Domestic
2.35
Pick‐up time Shipment
Tracking and
tracing
2.59
Customer
Service
2.61
Invoicing
Problems
2.51
Invoicing
Problems
2.53
2.64
Customer
Care
Performance Rating (Out of 3) on Freight
2.56
2.45
Customer
Service
2.58
Range of
Services
2.51
2.52
Range of
Services
2.55
2.67
Credit Terms Network of
offices
Aramex Sustainability Report 2006 Page 40
2.5
Credit Terms Tracking Insurance On Time
Delivery
2.65 2.66
Credit Terms Network of
Offices in
Every
Country
2.57
Network of
Offices in
Every
Country

Aramex has initiated a customer surveying process, which will ensure tracking customer perception online through
the CRM system. These surveys will serve as a continuous customer feedback on Aramex and its service and be a
platform of engaging customers. In 2007, a survey and focus group sessions will be conducted to cover more regions
and a bigger segment of customers to calculate their overall satisfaction.
� Service Level Measurement
Aramex runs regular monitoring of service levels provided to customers through its quality of service standards audit
system. Aramex currently has set standards that can be audited automatically by the system. In addition to regular
timely audits, this system enables entities to self‐measure their performance. These audits provide tools for
Customer Teams to proactively resolve discrepancies before escalation. We are working on further building the
Customer Relationship Team capacity for frontline personnel across the network, and providing the empowerment
tools for them to promote resolving customer issues on the spot.
� Care for the customers’ documents and goods and Customer Privacy
We take all steps possible to ensure that shipments are not damaged or lost. Through Aramex tracking system, all
shipments can be traced. The customer Relationship Management Team has a clear and set polices to handle any
customers complaints.
Our policy is to ensure all sufficient conditions are set to protect customer confidentiality, and to never compromise
or allow customers’ information to leak, directly or indirectly, knowingly or negligently, as stated in our Code of
Conduct and internal policies. To our knowledge, there were no breaches of customer privacy or any substantiated
complaints regarding breaches of customer privacy and losses of data. We are working to ensure that any personal
data is always protected and handled in privacy according to best practices, and governing laws and regulation.
� Responsible Marketing
Our approach to marketing is to provide truthful and accurate information about our products and services, in a
creative and straightforward manner. Also our sales approach through specialized ‘Aramex Teams’ allows us to
market our services directly to customers rather than through a third party.
There were no substantiated complaints regarding breaches of customer privacy or instances of non‐compliance
with copyright laws in our marketing communications.
� Product and Service Compliance with Laws
There were no instances of significant monetary fines or non‐monetary sanctions for non‐compliance with laws and
regulations, concerning the provision and use of products and services”
Aramex Sustainability Report 2006 Page 41

OUR PEOPLE
HUMAN RESOURCES DEVELOPMENT
Our Perspective
Our business success will ultimately only be sustained by the quality of our people.
Long-Term Strategic Goal
Foster a sustainability-rooted culture of excellence in innovation,
entrepreneurship, creativity, dynamism, results, and respect and care for
our employees and others – to be our number one competitive asset.

Inside this Section:
� Putting Sustainability at the heart of Aramex culture Page 46
2006 Highlights 2007 Goals 2009 Goals
� Conducted benchmarking against
global best practice and established
key priorities
� Established a Sustainability Team
and key working groups
� Engaging Employees Page 47
� Implement corporate‐wide training
on Sustainability
� Establish global network of
champions
� Integrate into performance
appraisals
� Have sustainability recognized as
overall management framework
� Aramex ‘Culture of Sustainability’ is
well‐known throughout the region
2006 Highlights 2007 Goals 2009 Goals
� First ever ground operations
conference
� Annual employee conference
� Conducted two courier surveys
� Opportunities for Development Page 52
� Use AccountAbility1000
Stakeholder Engagement Standard
to enhance quality of engagement
� Accelerated rate of innovation
� Be in a position to assure quality of
engagement against AA1000
2006 Highlights 2007 Goals 2009 Goals
� Significant increase in training
provided
� Groundwork laid for Aramex
Corporate University
� Global Workplace Conditions Page 55
� Launch of Aramex Corporate
university
� 20 average hours training per
employee
� 13% women in middle management
� 40 average hours training per
employee, with 100% coverage
� Women in management: 10%
senior, 20% middle, 25% leaders
2006 Highlights 2007 Goals 2009 Goals
� Conducted survey including working
hours of couriers
� Employee Satisfaction Page 56
� Conduct a review of our labor
performance against the SA8000
� All stations capable of successful
certification against SA8000, with
regular internal monitoring (This
extends to major sub‐contractors)
2006 Highlights 2007 Goals 2009 Goals
� Significant increase in training
provided
� Groundwork laid for Aramex
training university
� Continued to encourage healthy
lifestyles among employees
� Establish Employee Satisfaction
Index
� Enhance benefits and address any
gaps in benefits across all stations
� 80% average ‘Excellent’ score in
satisfaction survey
� Secure a Top 10 ranking in any
external ‘Best Places to Work’
surveys in the Middle East
Aramex Sustainability Report 2006 Page 43

Aramex is a fast‐growing, fast‐paced company in a high‐pressure industry. Every day, thousands of our customers
rely on our people to meet many of their critical business needs.
At the end of 2006 we had 5823 full‐time employees – an increase of 52% during the year and more than double in a
two year period, both from natural growth and from acquisitions. In the same period, the number of packages and
shipments our company moved also more than doubled, our range of services expanded significantly, and the needs
of our customers became even more intense and varied amidst the dramatic economic development in the Middle
East, Gulf, India and Asia and our continuing growth in other markets.
Our ability to provide a consistently high quality of service to our customers, enhance our relations with key
stakeholders, and continuously innovate to meet customer needs is the cornerstone of our business. We are
strengthening the core elements of our culture in the midst of this massive growth of business, and our success is a
testament to the quality and caliber of our people.
The Aramex Culture
At Aramex, we have long believed that our people – and our culture – are among the greatest strengths of the
company.
We aim to attract the best people, offer them opportunities to achieve and innovate, and properly reward
performance. Key elements of our culture include a focus on innovation, quality, merit‐based opportunity, mutual
respect, health and wellness, and commitment to society.
Innovation is a vital ingredient of the Aramex culture and has been, and will continue to be at the heart of the
company’s successes. We take great pride in our innovativeness – as a non‐asset company, in our product innovation,
and in our delivery innovation.
Entrepreneurship is encouraged and supported throughout the whole organization; our entrepreneurs have been
promoted so they can develop their ideas into new products and divisions. Shop&Ship and Aramex@Home are just
two children of the entrepreneurial efforts of our people.
Merit‐based opportunity may be taken for granted in some parts of the world, but in many of the regions where we
operate this is a practice in its early stages, and is more often preached than delivered. While we also struggle to
overcome powerful traditions, we have built a culture recognized for its merit‐based approach.
Mutual respect and openness: We believe we have created a culture that both transcends and respects cultural
boundaries, and we think this is important given where our company is headquartered and our goal of outreach to
the world. We seek to be responsible ‘global citizens’. We foster openness and encourage dialogue on challenging
issues.
Health and wellness: We encourage the physical and mental health of our people, believing that physical health is
linked to mental health and productivity.
Commitment to society: We recognize that our company, and every employee, is a part of society. We try to see
ourselves in the context of society, and we believe it is important to be actively involved. We are well‐known for our
community efforts, particularly when man‐made and natural disasters strike.
We know that highly talented people seeking these cultural elements gravitate towards Aramex, and that this offers
us tremendous advantage. Indeed, in many of our major markets (Middle East, North Africa, Gulf, India, Asia), young
people make up the biggest percentage of the population demographic. This younger generation in particular is
seeking – and the best are demanding – this type of workplace and philosophy; Aramex is recognized as offering
such an opportunity. As a result, our workforce is young, and we attract many of the best talent out of universities.
This also reflects our confidence in this well‐educated and talented generation.
We recognize that we still have a lot to do to take advantage of everything our people have to offer. Despite our
focus on talent and innovation, we have been told by our people that there is much more we can do to encourage
and reward excellence in innovation and performance. We are continuously striving to improve our human
resources management systems to respond to this opportunity.
Aramex Sustainability Report 2006 Page 44

Human Resources Management System
Given the importance of people to our success, and given the growth of the company, human resources
management is a major challenge. Some of the specific challenges include 1) attracting and maintaining talent 2)
development and succession planning, and 3) handling the numerous acquisitions, which have been both an
opportunity but also a challenge to work towards an integrated – and improved – system after every acquisition.
Aramex has an HR management system in place including extensive policies and procedures which are part of
Aramex’s ISO9001:2000 certified quality management system. Key functions of the system include: 1) recruitment,
2) training and development, and 3) career planning.
Human resources services, as with most Aramex support functions, are coordinated out of the company’s central
office in Amman, Jordan, which is known as the ‘General Services Office’ (GSO). The GSO had 180 staff at the end of
2006, of which 5 were dedicated to HR. The company has 51 dedicated human resources and training staff
worldwide. In general, all stations with more than 50 people have at least one dedicated HR employee. Recruiting
responsibilities are shared between local stations and the GSO. Smaller stations are supported by one HR person
who will also have the responsibility for another function in the station such as IT or quality.
The human resources department intends to make a significant investment in an HR management tracking system in
2007. Added features of the software will include performance management, succession planning, and training. The
expected benefits include better talent management, development of staff and payroll controls. This will also
dramatically improve the tracking and reliability of factors such as training and health and safety incidents, which in
turn will allow us to better focus our efforts on improved performance in these areas.
432
13%
Employment Type
2004 2005 2006
2954
87%
Quality
Operations Team
Marketing Team
Management
Internal Audit
Information Technology
Human Resources and Training
Finance Team
Customer Teams
Customer Relationship Management
Calling Center
Administration
Accounting
27
3
4
48
23
15
100
76
154
585
13%
3934
87%
Emloyees Contractor
Employees per Department 2006
542
766
877
Total number of employees: 5823
778
12%
5823
88%
3188
Aramex Sustainability Report 2006 Page 45

Gulf
India and Sri Lanka
USA and Canada
Asia
Middle East
North Africa
Europe
Australia
129
4%
37
51
78
36
65
100
0
0
2
298
414
608
548
376
494
344
435
609
Employees per Region
744
Total: 2954 (2004) 3934 (2005) 5823 (2006)
Employee profile: Age
2004 2005 2006
1525
52%
1300
44%
Key Area 1: Putting Sustainability at the heart of the Aramex culture
1011
970
156
4%
1927
49%
In many ways, we see Sustainability as the logical extension and evolution of the Aramex culture. At the same time,
however, it is a huge step. It includes a fundamental shift in thinking, about many aspects of our business – for
example our environmental impact.
We believe that we can only successfully adopt sustainability management if it takes its place at the heart of our
culture. Furthermore, it is our firm belief that if we do put sustainability at the heart of our culture, the scale of
innovation and the benefits to all stakeholders will be dramatically and positively impacted. Sustainability
management is both a responsibility, and a tremendous business opportunity.
Driven by the commitment and support of the CEO towards sustainability, we took the first steps in integrating
sustainability into the corporate culture. We immediately recognized the importance of ensuring understanding and
1315
1851
47%
1731
30 and younger 31 to 50 Over 50
202
3%
2658
46%
2445
2963
51%
2004
2005
2006
Aramex Sustainability Report 2006 Page 46

commitment of the senior management team. As with any business, but especially in the Middle East culture, signals
and actions from senior management are critical means of communicating importance. In this regard, in 2006 we:
� Undertook a sustainability benchmarking and assessment against international best practice, which included
conversations and engagement with senior management
� Presented the sustainability concept and benefits to shareholders and to our Board of Directors
Based on senior management support, we took the following steps towards a structured implementation of
sustainability, and integration into the corporate culture:
� Established sustainability team
� Established working groups, led by members of the sustainability team, for key issue areas
� Engaged a wide number of managers and employees in data and content collection for the sustainability
report, most notably the station operations managers for environmental and health and safety performance
� Introduced sustainability to all operations managers at the annual operations conference, in the context of
performance improvement
In 2007, we aim to:
� Bolster the strength and effectiveness of the sustainability team
� Identify station/country and regional champions to work closely with sustainability team as a global network
� Expand the working groups to involve a wider range of critically important staff
� Undertake an Awareness Campaign for Sustainability (focusing on sustainability as core to culture,
reinforcing performance goals, and highlighting international success and leadership stories)
� Design and deliver targeted Sustainability Training. Including but not limited to Basic Training Plan (BTP)
� Integrate sustainability performance into performance evaluations at all levels
� Continue to establish and relentlessly pursue dramatic sustainability goals
� Establish a Key Performance Indicator which assesses employee perceptions of the take‐up of corporate
sustainability, including support provided for implementation, target setting and performance against
targets, and overall integration into corporate culture. These questions will be incorporated into an annual
employee survey and will take the form of a ‘Sustainability Culture Index’
Key Area 2: Engaging Employees
We aim to operate as a global team, executing fast‐paced service delivery for our customers. This necessitates
excellent communication among all managers and employees, and an ability to address any challenges rapidly as
they arise. To achieve this, we have attempted to maintain a relatively flat structure where people are empowered
in their positions, along with a focus on open and honest communication. On the whole we believe there is a solid
working relationship between management and employees, with good responsiveness to employee considerations,
which in turn has resulted in no attempts, to our knowledge, to unionize. The goal: Encourage innovation,
performance improvement, constructive working environment, quality, employee satisfaction and retain our best
people.
In this section, we try to present not just what our employees have identified as critical issues, but also our overall
process for effective engagement of employees. We increasingly aim to use the AccountAbility1000 Stakeholder
Engagement Standard as guidance for improving our engagement of employees. We look at engagement in terms of:
� The ways in which we engage employees (How we engage)
� How well we understand what we are told
� How well we consider and respond
� Ways of Engaging Employees
Aramex offers opportunities for its employees to pass their opinions and raise their own issues and concerns
regarding different work‐related topics using a variety of approaches, including surveys, team meetings, bi‐annual
appraisals, surveys, and leadership meetings.
Surveys: In the past two years we conducted 4 major surveys and 1 small survey that explored both priority
employee issues while also assessing the quality of our employee engagement. A ‘Leadership Survey’ was conducted
in August 2005, two surveys of our ground couriers in November 2005 and again in August 2006 to assess progress,
and a ‘Training Survey’ conducted in April 2005. Some of the findings of these surveys are provided. As they
demonstrate, we are doing reasonably well but there is a lot more progress that can be made. The plan is to re‐
conduct each survey to assess improvements.
Aramex Sustainability Report 2006 Page 47

The company also undertakes employee satisfaction surveys ‐ conducted every 6 months, results are sent to each
station to come up with an action plan that they send back to the GSO. The results of the survey are also
communicated to the employees in the station.
Performance appraisals: Aramex policy is there to ensure that formal performance appraisal process is developed
and implemented. Employees and leaders should engage in the Employee Performance Evaluation discussions on:
� Annual or semi‐annual basis according to position
� After the completion of the probationary period
� Leaders Performance Evaluation discussions once every year
Team meetings: Meetings are held on a weekly basis at team level for the majority of departments in the stations.
Leadership retreats and conferences: This includes leadership retreats ‐ conducted for potential managers in the
network, who engaged with the CEO and Senior Management directly for 2 full days. This also includes annual
conferences ‐ attended by managers and leaders in the network. In 2006 Aramex held, for the first time, a ground
operations conference to discuss operational matters and issues with operations managers in the network. Some
stations also conduct an annual meeting to discuss the station's projects, growth, revenues, plans, etc.
What is the most effective way in which the company interacts
‐ or 'engages' – with you? Respondents were allowed to
indicate multiple responses if they felt multiple techniques
were effective. (n=23)
7%
7%
5%
12%
12%
20%
37%
Regular team and operational meetings
Leaders conference
Brain‐storming meetings
Performance appraisals
Surveys
Focus Groups
Other
Quality of Engagement Survey
22.0%
70.0%
9.0%
Overall, how effective are the current methods of engagement for allowing
you to share your ideas, inputs, needs, and expectations? (n=25)
Excellent
Good
Poor
Aramex Sustainability Report 2006 Page 48

58%
30%
My leader conducts my semi/annual
performance appraisal and provides me
with timely feedback
54%
Leadership Survey
52%
36%
12% 13%
My leader holds regular and effective
meetings to share information about
results, plans and development
(n=325) (n=326)
35%
My supervisor gives me the chances to say
my opinion
Quality of Engagement Survey
17%
79%
4%
Courier Survey
46%
44%
11% 10%
59%
32%
I get evaluated by my leader every year
9%
My leader encourages me to identify my training needs
(n=598)
Excellent
Good
Poor
Do you feel your ideas, concerns, perspectives and inputs
are fairly heard and understood? How well does the
company understand your
needs, expectations, perceptions, and inputs? (n=24)
Training Survey
58%
Always
Sometimes
Never
Leadership Survey
35%
Always
Sometimes
Never
Good
Fair
Poor
Aramex Sustainability Report 2006 Page 49
9%
Creativity and innovation is highly
appreciated and encouraged (n=668)
Always
Sometimes
Never

� Understanding what we are told (Employee Ideas, Inputs, Concerns, and Perspectives)
Seeking input, versus understanding what we have been told as seen from the perspective of the employee, is an
important distinction. Again, our survey results suggest that our efforts are appreciated, but there is an expectation
that we should be able to improve on our ability to understand priority employee needs.
Our top five results across our surveys and other means of input included: 1) creativity and innovation, 2)
empowerment of leaders for decision making, 3) leadership role, 4) investment in training, and 5) encouragement
for training.
Significant findings included the responses in our leadership survey to the statement: Creativity and innovation is
highly appreciated and encouraged. We were disappointed with our scores, given the importance of innovation to
the company, and are working to better understand this result and identify means of improvement.
Our worst four results across our surveys (i.e., poor performance combined with high importance to employee) are
listed in the table in the next section, along with a brief description of how we have tried to respond to these
employee considerations.
� How we respond (demonstrating responsiveness)
We recognize that the most important element of engagement, in terms of performance gains, morale, and
credibility, is to respond coherently to what employees tell us. After every employee satisfaction survey, the survey
results are shared with the employees and the stations develop action plans which are assessed by the GSO.
Beginning in 2007, we will also share these action plans with the employees.
Some of the key issues raised in the surveys and other types of dialogue, and our responses, are summarized as
follows:
Key Issue for Employee Our response
Too many points of contact for our most
valued customer, also creating challenges
with internal coordination
Senior leaders requested that they get new
training programs that can help them
develop more to move forward to more
senior levels to take on more responsibilities
Issues facing employees with leadership and
requests of leaders in network on their skills
Many points on training whether internal or
external; not enough courses being
conducted
Created the 'VIP' team concept and applied across
all stations.
Executive development program was initiated in
2006 for all chosen leaders who are potential
managers.
We started leadership training courses in 2004
with an external trainer for leaders in stations,
and we also did the leadership retreats with the
CEO. We are continuing with the leadership
external training which we conducted in 2006 and
on going to cover all new leaders.
We initiated the concept of corporate university
to work closely on employees’ competency gaps,
needs and development for internal and external
courses.
In principle, we aim to engage and respond to stakeholder considerations and inputs in all aspects of our decision
making, from broad strategy to everyday decisions. This includes highest level considerations, such as the Aramex
Mission and Purpose which were derived from the leadership retreats.
Aramex Sustainability Report 2006 Page 50

17%
74%
How well do you feel the company seeks to
find a reasonable response, and actually
responds to your ideas or concerns? (n=24)
Leadership Survey
51%
36%
13%
My leader helps me set S.M.A.R.T objectives (n=326)
Quality of Engagement Survey
30%
61%
8% 9%
Always
Sometimes
Never
When the company does respond, how well
does it follow up with employees and
demonstrate achievement of the promised
action? (n=23)
Courier Survey
60%
51%
43%
31%
26%
40% 43%
35%
23%
My requests and needs for
external training are
fulfilled (n=589)
Quality of Engagement Survey
17%
71%
13%
How do you rate the overall quality of
engagement between the company and
employees? (n=24)
Training Survey
8%
31%
Excellent
Good
Poor
Aramex Sustainability Report 2006 Page 51
9%
Good
Fair
Poor
My supervisor helps me in solving problems
My requests and needs for When my external requests
internal training are fulfilled are fulfilled, it is within an
(n=599) accpetable period of time
(n=575)
Excellent
Good
Poor
67%
Leadership Survey
28%
5%
Always
Sometimes
Never
When I face a problem, I feel
comfortable talking to my leader
(n=328)
Always
Sometimes
Never

� Overall quality of the engagement process
We asked a small sample of our employees what they felt the benefits would be for the company of improved
employee engagement.
If there is an opportunity for improved engagement with employees, what is the most likely benefit to the
company: (Ranked with 1 as highest) (n=23)
15
3
Increase employee
morale
8
4 4 4
6
3 5 6 8
5 6 5
1
1
Increased employee
productivity
Key Area 3: Opportunities for Development
Investing in our people is important both because it is essential to the health and growth of our business, but also
because we believe in supporting the development of our people. We have identified five key areas of focus with
regard to human resources development:
� Training
� Focus on ‘leaders’ and leadership development
� Opportunities for women
� Continuous improvement in the performance review process
� Equality in the workplace across our operations (to which we
dedicate the section Global Workplace Conditions)
� Training
We divide our training into three broad categories:
� Internal training for new hires prepared according to each
position
� Internal training for current employees as part of their training
and development
� External training, which is any training that is conducted by an
external body (training center, external trainer, university, etc.).
Increased ability to Increased innovation
attract and retain the
best talent
These sessions can be either requested and managed by GSO or directly managed by the stations themselves
Our training needs are determined by:
� Our policies and procedures, such as those relating to Basic Introductory
Training, and those relating to new policies as they emerge, such as the
anticipated corporate wide training on sustainability
� The needs as identified by our stations, and by individual employees through
trainings needs assessments and performance appraisals
In 2006, training highlights included:
� Intelligent leadership for leaders and potential leaders (3‐day program).
� Sales for sales leaders and sales trainers. This was conducted for sales leaders in
Dubai and in Amman, and the Amman training included an additional train the
trainer 4‐day program for trainers from other stations.
� Executive development management program for potential managers. This is a
6‐day program in Amman. Two sessions were held in 2006, with two more
scheduled for 2007.
� Country managers and VPs attending an executive development program in
Wharton Business School of University of Pennsylvania
� Customer service training for customer service managers, a number of
customer account executives, and customer service employees (2 days), ground
Rank 1
Rank 2
Rank 3
Rank 4
Training at Aramex
2005 2006
Number of internal
training sessions
1419 1775
Number of internal
training participants
8060 7743
Number of external
training sessions
113 153
Number of external
training participants
547 1548
Average training
hours per employee
8.50 8.45
Basic Training Program
for new recruits
Hours
per BTP
Accounting 59.5
CRM 61.5
Express 61.5
Freight 61.5
HR 45
IT 45
Marketing 45
MED 45
SNS 45
Logistics 61.5
Quality 61.5
Ground Couriers 38
Contact Center 38
couriers (2 days) and customer service trainers (attended both 2 day sessions). This was conducted in 2005.
� Leadership for customer service managers.
Aramex Sustainability Report 2006 Page 52

Training related to health and safety is captured in the Health and Safety section of this report. We also laid the
groundwork for the Aramex Corporate University – this will be launched in 2007 and will become a focal point for
improved quality, efficiency, and support for training within the company. All training for Aramex will be done
through this university, and it will align the company's training efforts with other activities on a strategic level for
developing and educating employees, customers, and suppliers. Aramex Corporate University will upgrade and
design new curriculums and develop partnerships and alliances with universities.
Quality and employee satisfaction relating to training
In 2005 we undertook a survey to assess the quality and employee satisfaction with our training. This followed a
period of efforts to improve training, based on prior input on its importance. We were pleased to find that almost
74% of participants at that time felt that the Aramex training had improved over the previous year. There are still
many categories where dramatic improvements can be made. In response, we have focused our efforts on: 1)
Initiating a corporate university, 2) having dedicated training coordinators and managers in big stations, 3)
developing and maintaining internal training material, and 4) creating qualified trainers in the stations and regions to
conduct external training done by external training centers.
In 2007 we aim not only to improve the quality of training, but also the tracking of training given. We would like to
be able to provide a more informative picture on equality of training opportunities, equality of employees’
development, and their successors.
I feel that ARAMEX invests in training employees
My leader encourages me to identify my training needs
My requests and needs for external training are fulfilled
My requests and needs for internal training are fulfilled
The content of the internal training presentations used is
informative and comprehensive
The trainers in my station are knowledgeable and
capable of delivering training
The training I take helps me fulfill my job requirements
and advance my career
When my external requests are fulfilled, it is within an
acceptable period of time
73.7%
22.7%
3.6%
In the past year, training
programs at ARAMEX
have
Improved
Not Changed
Deteriorated
4.2%
4.1%
3.9%
4.7%
8.9%
8.3%
Having a training sponsor provided
me with guidelines to keep me on
track during my training
My practical training
complimented what I have learnt
in the theoretical training
The content of the internal training
presentations used is informative
and comprehensive
The support I received from the
trainers during my practical
training was appropriate
The training I took helped me
understand my job requirements
30.5%
27.0%
25.2%
23.4%
Always Sometimes Never
36.6%
32.6%
42.5%
40.6%
34.6%
42.2%
51.1%
52.1%
43.8%
39.0%
59.1%
58.5%
57.0%
Aramex Sustainability Report 2006 Page 53
70.0%
Years of service > 6 months
Always Sometimes Never
1.5%
1.5%
1.4%
8.7%
5.8%
27.5%
30.4%
24.6%
39.7%
36.8%
63.8%
58.8%
61.8%
68.1%
69.6%
Years of Service

� Focus on ‘leaders’ and leadership development
As a means of finding the best way for our staff to work together to meet customer needs and deliver efficient
operations, Aramex has established the concept of ‘teams’. Each team is assigned a ‘Leader’. These leaders are the
backbone of Aramex – working with the people, operations and customers on the frontline, making decisions
and leading their teams, and handling team targets and achievements. These ‘Leader’ roles are being increasingly
invested in by Aramex, in part because of their importance and also because of staff feedback as noted previously.
These ‘leaders’ are the recognized leadership pipeline of the company. The ‘Leaders’ concept also offers a great
opportunity to enhance equality in the workplace by, for example, increasing the number of women leaders as a
means of increasing the number of women in senior and middle management over the medium‐term. There were
1100 leaders in the company at the end of 2006.
� Equal opportunities:
It is Aramex policy to not discriminate on the basis of
nationality, color, ethnicity, religion, gender, marital status,
personal circumstances, disability or health. We aim to
undertake a major effort in 2007 and the following two
years to ensure that we are doing everything we can to
avoid any systemic discrimination that is arguably present in
many places where we operate. We identify some of these
labor challenges under ‘Global Workplace Conditions’.
� Opportunities for Women
The right of equal opportunity for women is an important issue. It is also a well‐recognized international issue
related to The Middle East. We acknowledge that our performance numbers in this regard are weak, even though
they are not significantly out of line with regional performance and indeed are probably better than average regional
data.
16
0
100%
0%
Level 1 VPs and
Regional
Managers
Women in Management (end of 2006)
40
89%
5
11%
Level 2
Country/Station
Managers and
Unit Managers
130
90%
14
10%
Level 3 Other
Managers *
186
91%
Workforce Gender Mix
Gender 2004 2005 2006
Count % Count % Count %
Female 372 13% 522 13% 772 13%
Male 2582 87% 3412 87% 5051 87%
* ‘Other Managers’ include
Corporate Managers, Branch
Managers, Regional Managers –
stations, Senior CRM, Sales and
Marketing Manager, Product
Managers, and managers in
stations
We could provide many cultural reasons for our performance – some of them valid, many of them increasingly
challenged. We hold a tremendous respect for the cultures in which we operate, but we do not necessarily buy into
some of the cultural validations nor do we view culture as static. Indeed, we have worked as a company to
contribute to redefining commercial, economic and social bonds through the services offered by our company
worldwide, and we believe we can have a very dramatic impact as we begin our drive towards sustainability.
In 2007 we intend to better understand the underlying factors behind our performance numbers to determine what
kind of creative solutions or straightforward initiatives might best have a positive impact on the number of women
employed and in management. We believe there is a significant and achievable opportunity to break down barriers
both in management but also in terms of employees across the network.
� Continuous improvement in the performance review process
Our team, through implementing the HR strategy, will work to provide the best opportunities for employees. A new
process will be set to ensure communication with employees to gather their feedback on all important issues of
concern. The new HR system will help analyze and understand the performance of our employees, and will be the
basis of continuing improvement in the process of every aspect of their work.
19
9%
Total Managers in
the Network
Male
Female
Aramex Sustainability Report 2006 Page 54

Key Area 4: Global Workplace Conditions
We are committed to equality in the workplace across our operations. While local laws and practices can cause
complications in achieving this, it is not insurmountable and we also recognize immediate steps that can be taken.
We intend to use the Social Accountability 8000 standard for labor conditions to guide our policies and procedures
relating to labor conditions and human rights. Although we have not yet committed to certification, we want to
ensure that all of our stations are capable of successful certification against SA8000, with regular internal monitoring,
and extended to major subcontractors, no later than 2009.
In 2007, we aim to conduct a full review of our labor performance against the SA8000. We will:
� Identify top 5 issues and top 5 locations that may be at risk
� Conduct evaluation (or survey) to assess actual performance
� If there are violations, identify and implement suitable solutions that minimize harm to the affected worker
and avoid future instances.
� Determine most appropriate monitoring program, and implement
� Establish appropriate policies and procedures.
We already recognize that some systemic practices in the regions where we operate may be of concern, and these
will fall within the scope of our 2007 efforts. For example:
Handling of personal documents: in some countries it is a legal requirement to retain the passport of immigrant
workers. We work within this system while doing our utmost to respect and protect the rights of our workers. We
intend to work with relevant authorities to find a long‐term improvement to this practice. In the short‐term, we
intend to begin reporting on any incidents or complaints from our staff relating to passport holding (including
providing training on rights, and a safe and credible complaint line).
Equal pay for equal merit: We know that in some countries, standard pay may differ for the local hired employee.
But workers will accept and negotiate within certain pay scales. We intend to review our pay scales and structures to
ensure we meet our commitments. We believe there is a tremendous opportunity to attract the best talent. In
general, we believe that we offer competitive or above‐average pay in all of our areas of operation, and always meet
or exceed local laws.
Working hours of couriers: Many of our couriers work long shifts.
When the shifts exceed standard hours, we pay overtime wages.
Couriers typically agree as part of their employment agreement to
overtime hours with extra pay on demand, and as such are required to
accept overtime when requested or necessary. Many couriers also
actually wish to work long hours – both to secure better pay and to
secure overtime pay. Many of the priority issues for couriers – and
their assessment of Aramex’s performance – are captured in the
survey to the right.
Courier Survey (Sept. 2006)
Average hours per shift
(subjective)
Number of stations surveyed = 17
Number of employees who replied = 929
Sub‐contractor compliance with Aramex policy: Traditionally we have
had limited control over sub‐contractors. To the best of our knowledge (based on our ongoing relationship and
direct questioning), all of our sub‐contractors comply with critical elements of the SA8000 (for example child labor
and forced labor), but we intend to review this in detail with our sub‐contractors and develop appropriate
mechanisms for ensuring SA8000 alignment and for sustainability‐screening of all sub‐contractors.
With regard to contracts, we have two kinds: a) Employment Contracts for senior staff in the Network and regular
staff according to country laws if required, and b) Employment offers which result in an employment record.
With regard to child labor, Aramex policy is to not hire anyone without high school education, which reduces this risk.
We do not employ child labor in any instance. With regard to freedom of association, the Aramex workforce is not
unionized, and to our knowledge there have been no attempts to unionize. We recognize the right of employees to
freedom of association. This is a lesser‐known concept in our main regions of operation and we will strive to make
this option known to our employees. However, it is always our aim to maintain excellent relations with employees
and we feel we have an excellent track record in this regard.
161
482
8 to 9 hours 10 to 12
hours
328
Over 12
hours
Aramex Sustainability Report 2006 Page 55

There were no cases discrimination recorded in 2004‐2006. While we believe we do an excellent job in fostering a
non‐discriminatory work environment, we recognize that the absence of any reported cases may be a function of the
status of any mechanisms that allow for confidential reporting of cases of discrimination.
Key Area 5: Employee Satisfaction
We care for our employees and aim for a high level of satisfaction. We also believe that highly satisfied employees
make for outstanding employees and outstanding corporate performance.
Some of the most important considerations as identified by our people in past surveys and other means of
engagement include: 1) Salary; 2) Benefits; 3) Opportunity for development and promotion; and 4) Job security and
safety.
� Salaries
In our endeavors to recruit and retain excellent and motivated workforce, and taking into account the best practices
that also match the culture of Aramex, the management of the company has put in place a flexible HR system and
polices to govern the recruitment process that is linked directly with the corporate structure that is growing in
different regions in the world. Based on that, and HR policies, a flexible structure and a general salary scale were set
to assist the stations in each region or station to use this structure and create their own salary scale based on the
market. Our HR principles, that are consistent with our core values state that we do not discriminate according to
gender. The recruitment process, employment, and the salary are based on set criteria which apply to both women
and men equally.
Aramex has a strict policy to comply with labor laws and regulations that govern relationships between the company
and the employees, the minimum wages, and overtime payments. A yearly salary increment between 5‐10%, based
on the performance of the employee, is given and added to the basic salary. Also, a cash bonus is distributed among
the different teams on a quarterly or six months basis based on the station financial performance in reaching set
goals.
� Benefits, including Health Insurance
In terms of benefits, one of our key benefits is health insurance. At many of our stations, health insurance is already
provided by the government. Where it is not, we aim to ensure that gap is filled. Of 29 stations reviewed 23 offered
health insurance to all employees, 1 offered 50%, 1 offered coverage by choice, 1 offered coverage only to ex‐pats,
and 1 offered coverage only to locals, while only 2 did not offer any coverage. Where coverage is offered, 25 of 29
offered the same coverage to all employees. 6 of the 29 stations offered life insurance to employees. In terms of
encouraging healthy and physically vibrant lifestyles, 11 of the 29 stations reported offering rebates for gym
memberships, while 4 stations organized employee sports teams or rented sporting fields and facilities regularly for
employee use.
� Opportunity for development and promotion As per previous section
� Job security and safety
We are a fast‐growing company and typically our
challenge is in finding great people in a short time.
In 2006 we hired 2686 people (309 hired and
resigned, 2377 remained) this is excluding around
400 who were transferred from our acquisition of
TwoWay Vanguard. Of our entire workforce, 576
resigned (including 117 on probation) and 166 were
released (including 47 on probation) by the
company in 2006. All of the reasons for release
were related to performance – none were due to
workforce reductions (which never happened in the
history of the company). Our turnover rates are
outlined in the chart to the right. Information on
health and safety training can be found in the
health and safety section.
Total Exiting Employees 2004 2005 2006
During Resignation 109 116 117
Probation
period
Termination
160
51
185
69
164
47
All Exiting Resignation 641 483 768 573 742 576
Termination 158 195 166
Employee Turnover Rate
21.70% 19.50%
12.70%
2004 2005 2006
Aramex Sustainability Report 2006 Page 56

How we measure satisfaction
We currently measure satisfaction levels both directly and indirectly through:
� Leadership surveys. Although not a direct measure, the general scoring provides us with a good indication of
sentiment and satisfaction
� Relevant questions among other surveys
� Evaluation sessions
� Turnover and absenteeism rates
In 2007 we intend to develop such an indicator as part of our surveying process that provides an overall assessment
of employee satisfaction. We have set a 3‐year target to achieve an 80% average of ‘excellent’ rating.
The following chart shows the results of our Leadership Survey, conducted in August 2005.
Creativity and innovation is highly appreciated and
encouraged
I feel my leader is empowered to resolve issues without
having to refer back to his manager
I have enough authority to make decisions and solve
problems
If I do a good job, my leader praises me and recognizes
my achievements
My leader conducts my annual/semi annual performance
appraisal and provides me with timely feedback
My leader encourages me to continuously learn and
develop my skills
My leader helps me set S.M.A.R.T. objectives
My leader holds regular and effective meetings to share
information about results, plans and developments
My Leader sets a good example for us
When I face a problem, I feel comfortable talking to my
leader
In November 2005 and again in August 2006, we conducted a survey of our couriers’ opinions. While the comparison
between the surveys showed a decline in “Poor” responses across all categories – shifting to the “Fair” category, it
also showed a decline in “Good” responses across all categories. Part of the decline may be attributable to the fact
that the first survey in November 2005 included responses from both couriers and ground operations staff and
managers, while the August 2006 survey included only couriers. Regardless, the results were of concern. A
conference was held in Amman for operations supervisors and managers and the results of the courier survey were
discussed with them, and they were required to develop and submit an action plan to improve the situation at each
of their stations. The discussion of the survey results involved the operations managers, GSO Human Resources, the
Vice President Ground Services and CEO who was present to emphasize that senior management supports the
importance of surveys and making action plans to address key considerations. A comparison of the courier survey
results are represented on the next page.
� Absenteeism
Absenteeism rates can be viewed as an indicator of the
general health of our workforce. To a lesser extent, it can
also be viewed as an indicator of overall employee
satisfaction.
61 (9%)
231 (35%)
376 (56%)
45 (7%)
351 (53%)
265 (40%)
29 (4%)
370 (55%)
270 (40%)
63 (9%)
82 (13%)
360 (54%)
246 (37%)
360 (56%)
206 (32%)
Always
Never
Sometimes
42 (6%)
196 (29%)
432 (64%)
79 (12%)
328 (49%)
259 (39%)
69 (10%)
320 (48%)
274 (41%)
37 (6%)
202 (30%)
426 (64%)
34 (5%)
188 (28%)
445 (67%)
0.50%
994
Absenteeism Rate
0.40% 0.39%
790 774
2004 2005 2006
Absenteeism
hours per
200,000
working hours
Aramex Sustainability Report 2006 Page 57

I am motivated to do my job
I am satisfied with the benefits
provided by Aramex
I feel I have job security
I get evaluated by my leader every
year
My supervisor gives me the chance
to say my opinion
My supervisor helps me in solving
problems
My supervisor shows me
appreciation and treats me with
respect
When I have my vacation approved
ahead of time by my
supervisor/leader, I take it as
planned
Average number of hours I work per
day
2005
2006
2005
2006
2005
2006
2006
2005
2005
2006
2005
2006
2005
2006
2005
2006
2005
2006
Courier Survey
4%
6%
14%
11%
10%
15%
14%
11%
13%
9%
11%
14%
14%
11%
17%
20%
24%
26%
21%
22%
16%
20%
16%
15%
16%
Good Fair Poor
20%
26%
27%
31%
31%
34%
37%
35%
50%
48%
46%
44%
44%
40%
35%
49%
54%
54%
57%
49%
60%
8 to 9 Hours 10 to 12 Hours Over 12 Hours
65%
63%
67%
Aramex Sustainability Report 2006 Page 58
76%
72%
76%
75%
64%

HEALTH, SAFETY, AND SECURITY
Our Perspective
We are committed to the health and safety of all our employees,
customers and all persons affected by our operations.
Long-Term Strategic Goal
Drive for Zero; zero at-fault fatalities, zero atfault
injuries, and zero at-fault accidents.

Inside this Section:
� Create a Safety Culture Page 61
2006 Highlights 2007 Goals 2009 Goals
� Established Health and Safety
Working Group at GSO
� Conducted first company‐
wide survey to determine
safety incident data and
primary causes, prioritize
safety risks, concerns, and
identify opportunities for
improvement
� Establish H&S Index to
measure degree to which
safety is equated to
corporate culture
� Health and Safety Management Systems Page 62
� Achieve 80% average of
‘Excellent’ score on H&S
Index
2006 Highlights 2007 Goals 2009 Goals
� Established Key Performance
Indicators for Health and
Safety
� Identified key gaps in data
collection
� Design and implement H&S
management system based
on OHSAS18000
� Begin tracking of H&S KPIs
� Achieve Dramatic Performance Improvement Page 63
� Be capable of certification
to OHSAS18001
2006 Highlights 2007 Goals 2009 Goals
� Expanded our ‘Healthy Back’
training
� Identified key gaps in training
� Significantly expand H&S
training (both road safety
and warehouse safety)
� Undertake warehouse safety
equipment audit
� Establish a baseline at‐fault
accident rate per shipment,
and achieve 10% reduction
� Establish baseline lost‐time
injury frequency rate per
200,000 working hours
(covering all aspects of our
operations), and achieve
10% reduction
� 0 fatalities
� 50% reduction in accident
rate
� 50% reduction in lost‐time
frequency rate
� 0 fatalities
Aramex Sustainability Report 2006 Page 60

Note: Unless otherwise stated, the data from this Health and Safety section is based on 13 stations representing 55%
of revenues in 2006. These stations are: Abu Dhabi (United Arab Emirates), Amman (Jordan), Bahrain (Bahrain),
Beirut(Lebanon), Cairo (Egypt), Dhaka (Bangladesh), Dubai (United Arab Emirates), Hong Kong (China), India, Jeddah
(Saudi Arabia), Kuwait, Riyadh (Saudi Arabia), Tripoli (Libya).
Key Area 1: Create a Safety Culture
Every day, Thousands of our employees operate motor vehicles to deliver packages for our customers. Their safety is
of utmost importance to us, as is the safety of other drivers and passengers with whom they share the roads. Our
couriers understand the importance of meeting service deadlines. We also want to do more to reinforce that safety
is as crucial as timeliness and cannot be compromised. To do this, we have to first of all set a very clear and
aggressive long‐term strategic goal: To drive for zero at‐fault accidents, zero at‐fault fatalities, and zero at‐fault
injuries.
From an implementation perspective, we are going to:
� Ensure appropriate and high quality training for our couriers
� Improve management systems that allow for the tracking and reporting of accidents, injuries, and any
fatalities and their causes, and carefully analyze this data to determine where we can make the most
effective improvements
� Increase our engagement with couriers and warehouse floor persons to find out from them how we can help
make their jobs safer
� Integrate safety into surveying and establish a safety perception index
Our first step in identifying where to focus our efforts required getting a better understanding of the actual – as
opposed to perceived – top safety issues, and the causes of those accidents. We have two major operating safety
cases where accidents are most likely to occur: road accidents (vans, cars, and especially motorcycles), and in our
warehouses.
We surveyed 13 of our major stations representing 55% of revenues in 2006 as noted above. The first thing asked
was ‘what are the top safety issues’:
9 10 9
Road accidents
–ARAMEX at
fault
Road accidents
–others at fault
What are the top 3 saftey issues?
# of responses (out of 12 stations)
Back injury
from lifting
5 4
Warehouse
accident
Employees
driving to and
from work
According to our survey, road accidents caused by a non‐Aramex driver were the most common type of accident or
safety incident. Of the four stations that ranked their responses, Aramex at fault scored first three times. Back
injuries ranked 3 rd four times. Other at fault ranked in top 2 twice, as did warehouse accidents.
We then proceeded to ask what the top causes of these accidents were. We broke the accidents into two categories
– road accidents and warehouse accidents.
Aramex Sustainability Report 2006 Page 61
0
Others

3
Vehicle
Malfunction
The survey emphasized that on perhaps half of all road accidents, the fault is of the other driver. However, this has
led us to commit to defensive driving training and other specialized training to give our couriers better opportunity
to anticipate and potentially avoid such accidents. Among factors directly under Aramex control, courier fatigue was
the number one rated issue. This is cause for concern and we will be taking immediate steps to determine
appropriate action.
1
5
Courier
Negligence
Weather Related Employee
Negligence
(loading/unloading)
9
What are the top three causes of accidents?
For warehouse accidents, we were concerned to learn of the high response rate regarding inadequate safety
instructions and training. As a result, for 2007 we have committed to implementing a warehouse safety training
program, and to undertaking a safety and safety equipment audit at all our warehouses. In 2006 we opened 4 new
warehouses and intend to open 7 warehouses in 2007. All warehouses will comply with Aramex safety procedures
which are published as part of the logistics quality manuals, and these procedures will be significantly enhanced as
we implement our health and safety management systems and as we learn the results of our safety equipment and
safety audit. The enhanced procedures will be applied to all our warehouses effective immediately.
Key Area 2: Health and Safety Management Systems
1
Lack of
driving
experience
# of responses (out of 12 stations)
6
Although we already provide some training relating to safety and take other measures to mitigate accidents, we
currently do not have a good system for tracking our performance with regard to accidents, safety incidents, and
safety training. Our number one task for systematically improving our safety record is the development of an
effective health and safety management system that is integrated with existing management systems and decision‐
making. In 2007 we will design and implement an H&S system including key performance indicators (KPIs). The
system will be designed using best practice and will be consistent with OHSAS18000. Our 2009 commitment is to
ensure that all of our operations are in a position to be certified OHSAS18001 (a decision on certification to
OHSAS18001 will be made at a later time – our initial focus is on performance improvements and incident
reductions).
We have already initiated this process for a more structured approach to health and safety management. We have
established a Health and Safety Working Group at the GSO level. We intend to establish a contact person specifically
for H&S at each major station, who will serve as a champion of awareness, training, implementation and tracking of
performance at the stations, while also contributing to corporate H&S strategy and plans. For larger stations, these
contact persons will coordinate an H&S committee at the station.
11
Driver fatigue Beyond
Control
(Other hits
ARAMEX
vehicle)
Warehouse Accident
7
No safety
instructions
4
9
Road Related
Problems
No safety
equipement (Fire
extinguisher, fire
fighting system)
Aramex Sustainability Report 2006 Page 62
2
Weather
Related
8
0
Others
Lack of training Others
1

Key Area 3: Achieve Dramatic Performance Improvements
Based on: 1) indicators used by other companies in our sector, 2) guidance of the GRI, and 3) our internal capabilities,
we intend to develop the following Key Performance Indicators for Health and Safety:
� Fatalities (covering all aspects of our operations);
� Automobile accident rate per shipment 1 (separated for at‐fault or not); and
� Lost‐time accident (i.e., injury) frequency rate per 200,000 working hours (covering all aspects of our
operations)
We aim to be able to report on these indicators in our 2007 Sustainability Report. Due to current limitations to our
data tracking, we are not able to present complete data. The implementation of the Fleet Management System and
the new Human Resources tracking system will assist us tremendously in tracking this data, and these indicators are
being included in their design.
As part of our commitment to aggressively adopt sustainability management, and to reiterate the importance we
place on the health and safety of our people, we are committing to aggressive targets for these indicators. Our long‐
term strategic goal is to drive for zero at‐fault incidents for each of the above. On a one year and three year basis,
our targets are outlined in the following table:
Key Areas and Key Performance Indicator 2007 Target 2009 Target (3 year)
Automobile accident rate per shipment
Fatalities (Aramex, contractors, and third
parties)
Lost‐time accident (i.e., injury) frequency
rate per 200,000 working hours (covering
all aspects of our operations)
10% reduction in at‐fault
accident rate
0 fatalities 0 fatalities
10% reduction in lost‐time
frequency rate
50% reduction in accident
rate
50% reduction in lost‐time
frequency rate
There are at least four main elements to achieving these performance gains:
� The commitment to the culture of safety
� Management systems to capture and use data and human support structures in the forms of working groups,
committees, and champions
� Well‐targeted training
� Implementation ‐ Follow up on training and translation of training into performance gains
� Well‐Targeted Training
The main type of safety training currently offered at Aramex is related to lifting heavy objects. Originally started in
2004, ‘Healthy Back Training’ is now offered in at least 12 stations (based on the 13 survey respondents).
In 2007, we aim to ensure that all stations offer the healthy back training to
anyone who should receive it but has not yet received it.
In 2007, we also aim to offer targeted driver safety training to 100% of our
courier staff. We do understand that the vast majority of our couriers have
excellent safety awareness and are careful drivers. This training is meant to
both help protect the safety of our couriers, as well as other people who
share the streets. We intend to follow up intensely with these locations to
ensure corresponding performance gains.
Healthy Back Training
2004 2005 2006
Number of
stations
5 7 12
Total
participants
Total
117 484 624
employee
hours
145 1309 1763
We also intend in 2007 to develop and begin providing safety procedure and equipment training for warehouse staff.
1 We will transition this over time to a ‘per 100,000 kilometers driven’ rate, in order to facilitate comparison against our sector
peers. In the short term, our most reliable data is on a per shipment basis.
Aramex Sustainability Report 2006 Page 63

� Implementation and Performance Gains
Our goal is to ensure that our training efforts result in significant performance gains. The Health and Safety Working
Group and its anticipated network of Health and Safety station representatives will be responsible for ensuring
aggressive follow up. The following paragraphs outline our starting point in terms of data availability and
performance.
� Reducing road accidents
As a result of no formal tracking system currently in place, we do
not have reliable data on the aggregate number of road
accidents involving Aramex. As part of an approach that will help
to address this, in 2007 we are continuing the rollout of a ‘Fleet
Management System’ (FMS) which tracks accidents for every
vehicle in our fleet. Our quality department is also involved in
the implementation of FMS to help provide a framework for
what constitutes key terms such as an ‘accident’, and to help ensure the system is being used.
The available data on road accidents is represented in the above table.
Note that:
� 2004 Data represents 7 of 13 surveyed stations (not reporting were Abu Dhabi, Dhaka, Hong Kong, India,
Kuwait, Tripoli)
� 2005 data represents 9 of 13 surveyed stations (not reporting were Abu Dhabi, Dhaka, Hong Kong, Tripoli,
and India’s number represent only accidents causing injury)
� 2006 data represents 10 of 13 surveyed stations (not reporting were Dhaka, Hong Kong, Tripoli, and India’s
number represent only accidents causing injury)
� Reducing Fatalities
Tragically, one of our employees lost their life this year in a road accident. Our
stated goal is zero fatalities and as such, any fatality is a terrible tragedy. We
are saddened by this development and we extend our sympathy to the family.
Road accidents
involving Aramex
vehicles
2004 2005 2006
With injuries 3 4 14
Without injuries 273 312 385
Total 276 316 399
Total # of
fatalities
(deaths) 2
� Injuries
We do not have adequate data collection techniques to present injury information for past years. We are ensuring
that our new management systems which are being implemented in 2007 will be able to accurately capture this data.
� Compliance
To the best of our knowledge, there were no significant fines paid relating to H&S in 2004, 2005, 2006.
2 Breakdown of the deaths are as follows: 2004: 1 Beirut, 2 Cairo, 1 Dhaka, 1 Riyadh; 2005: 1 Dhaka; 2006: 1 Dhaka
2004 2005 2006
Road 5 1 1
Warehouse 0 0 0
Total 5 1 1
Aramex Sustainability Report 2006 Page 64

Security
It is Aramex's policy to take all reasonable measures to protect its assets, customers’ shipped goods and other
property from loss, destruction or damage, and to protect all its buildings from unauthorized intrusion. Aramex has
published security procedures that cover all aspects of the business cycle, from building security to information and
data security. At the same time each station has an appointed security officer that takes care of all security issues
that are related to his or her station.
Aramex stations comply with their local governmental security rules and regulations at each site, such as the
Transportation Security Administration in the USA, the department of Transport in UK, the IATA organization and
many other important governmental bodies.
Aramex also has two TAPA certified sites in Jordan, and is working on preparing four more sites in the Middle East
and Gulf to be TAPA certified. TAPA (Transported Asset Protection Association) is an association of security
professionals and related business partners from technology companies who have come together for the purpose of
addressing the emerging security threats that are common to the high tech industry.
Working with international government agencies, Aramex as a transportation solutions provider understands the
regulations and laws that govern international trade. As a C‐TPAT certified provider, our security measures meet the
latest requirements established by U.S. Customs and Border Protection. Our certification in the C‐TPAT program
highlights our commitment to a secure and efficient supply chain. Aramex also complies with the US bio‐terrorism
Act, that includes provisions designed to protect the United States against bio‐terrorist threats to its food supply
including food from foreign sources.
For 2006, in our entire global operations we are aware of only one minor and isolated incident of non‐compliance
with a regulation resulting in a limited warning and an insignificant fine, for which we took quick action and
immediately resolved to the satisfaction of authorities. In addition to our efforts with the above‐mentioned
associations and standards, we work closely with the relevant authorities in individual countries to ensure strong
security measures in all of our regions of operation. We are continuously improving our efforts to adopt best
practice approaches to safety and security of our services. Our excellent track record is a testament to our efforts in
this regard.
Aramex Sustainability Report 2006 Page 65

OUR CITIES
URBAN IMPACTS
Our Perspective
We are committed to playing our part in helping to reduce traffic congestion
and pollution to ensure high mobility, vibrant, safe, healthy and clean cities.
Long-Term Strategic Goal
To create innovative services that will help shape and accelerate ‘sustainable cities’.

Inside this Section:
� Reduce Noise Impact Page 68
2006 Highlights 2007 Goals 2009 Goals
� Made several changes to
operations procedures and
locations in recent years to
address community concerns
� Ensure Safe and Courteous Driving Page 68
� Begin systematic tracking
of noise complaints and
develop policy
� Commitment to move Abu
Dhabi outgoing operations
center in response to
community input
� 50% reduction in related
community complaints
2006 Highlights 2007 Goals 2009 Goals
� Responded with
consideration to any
community concerns
� Implement systematic
tracking of complaints
against couriers and
solutions undertaken;
establish baseline
performance
� Reduce road congestion and driving time Page 69
� 50% reduction in related
community complaints
2006 Highlights 2007 Goals 2009 Goals
� Began implementation of
Vehicle Tracking System as
the foundation for Route
Optimization technology
� Implementation of innovative
‘canal’ boat delivery in Dubai
to reduce congestion
� Reduce Emissions Page 69
� Implementation of Route
Optimization technology in
pilot stations
� 5% reduction in driving
delivery time in pilot
stations using route
optimization technology
� 10% reduction in driving
delivery time
� Participation in multiple
‘sustainable city’ dialogues,
and development of at least
2 corresponding innovative
services
2006 Highlights 2007 Goals 2009 Goals
� Began implementation of
Vehicle Tracking System as
the foundation for Route
Optimization technology
� Establish baseline
measures for NOx and
other road fleet emissions
per shipment, and achieve
15% reduction, as per
environment section
� 50% reduction in NOx and
other road fleet emissions
per package, as per
environment section
Aramex Sustainability Report 2006 Page 67

Urban traffic congestion and road safety are becoming major irritants in many key markets where Aramex operates,
and as such are also becoming very public issues. From a business perspective, these issues have both direct financial
costs and reputational risks, given the nature of our business and our heavy reliance on motor vehicles to conduct
our urban operations. Financial costs include fuel consumption and safety related costs, and reputation costs as well
as the greater risk of missed delivery deadlines, or Aramex may be viewed as contributing to congestion or noise or
unsafe roads.
We are committed to doing our part in helping reduce traffic congestion, road safety, and air pollution to ensure
mobile, safe, clean, vibrant and healthy cities. Our long‐term strategic goal is to create innovative services that will
help shape and accelerate ‘sustainable cities’. Based on dialogue and feedback from stakeholders, and our own
assessments including international benchmarking, we have identified several areas where we do have or can have
an impact on quality of city life:
1) Noise reduction
2) Traffic congestion reduction
3) Safe and courteous driving
4) Emissions reduction
5) New types of services
Our immediate priorities for performance improvement include:
� Noise reduction
One of our most localized and pressing urban issues relates to noise abatement from our motor vehicles. The issue
typically arises where our local distribution centers are found in urban residential settings. In many of these cases,
these areas were not as heavily populated and even isolated when we established our operations. The fast‐growing
economies of the Middle East and Asia – and the resulting rapid growth of cities ‐ have often resulted in our
operations being engulfed by urban growth. Furthermore, some of our noise challenges arise from trying to address
other sustainability issues. For example, by implementing early morning deliveries, we can reduce emissions by
avoiding rush hour traffic congestion. However, this results in unwanted early morning noise pollution at our
operations centers.
Traditionally we have managed noise complaints on a case‐by‐case basis. On several occasions, we have either
adjusted our operations or moved our operations entirely. For example in Damascus, we changed the indoor and
outdoor locations of our operations to reduce noise impact in response to complaints. In Jeddah, we moved our
offices from a heavily inhabited area to an isolated area, again in response to complaints. In Riyadh, we moved our
offices in 2001 within three months of complaints from neighbors and the municipality, and then in 2002 we
received notice from the new municipality asking us to again move our operations, which we did. These noise
problems are now resolved.
Not all complaints can be resolved easily, particularly when the solution ultimately involves the moving of locations.
We need to balance the interests of our clients and shareholders and the demands of competitiveness with our
concern for community well‐being. However, we recognize that this is a recurring issue that can be more proactively
and effectively managed. We do not currently track the number of complaints. And although we have long been
aware that noise management is a recurring challenge, it has been the process of undergoing our first sustainability
review that has led us to recognize this as an issue that can be more effectively managed. In 2007 we will establish a
policy on noise management and will begin systematically tracking complaints relating to noise. We will provide
greater support to our operations in terms of effective engagement and acknowledgment of concerns, even if we
cannot immediately address these concerns to full satisfaction.
� Safe and courteous driving
The residential locations of some of our operations also sometimes result in concerns relating to unsafe driving or
generally unsafe residential road conditions. For instance, in Abu Dhabi our outbound operations office is in a
densely populated residential area, and we are receiving complaints about our motorcycles driving over the
pavement which poses a risk to pedestrians and property. We issue strict warnings to our couriers and we track
concerns relating to couriers and take the necessary action to ensure maximum road safety. Regardless, given the
level of our vehicle traffic including all sizes of vehicles, some of our residential operations are not tenable over the
long term. In the case of this Abu Dhabi location, we intend to move our offices in the coming 4 to 5 months, during
2007.
Aramex Sustainability Report 2006 Page 68

From time to time we receive complaints about the quality of our couriers’ driving on highways and roads. All of our
larger vehicles (vans, trucks) have a sticker ‘How’s my driving?’ along with a number to call with complaints. We take
these complaints seriously and listen to the perspective of both the concerned citizen and our courier. We take
action as appropriate. Our local stations monitor complaints against couriers on their files, but we do not have a
system for tracking overall complaints.
A third issue regarding safe and courteous driving relates to parking. We sometimes receive complaints about the
locations where our couriers temporarily park to drop off packages. We try to minimize disruptions that lead to such
complaints, and abide by Aramex Corporate Procedure for securing our vehicles which states that upon loading and
unloading, the ground courier should park the vehicle in a secured area as close as possible to the customer’s
premises. Separately, a shortage of available parking around some of our offices leads to significant overflow parking
in the surrounding streets. This sometimes leads to complaints by local businesses and residents. We try to respond
to and respect their concerns.
� Reducing Traffic Congestion and Driver Delivery Time
We have a 3‐year target to reduce driver delivery time by 10%. Naturally, it is in our best interest to reduce and
avoid congestion. This contributes directly to business performance (by reducing costs and improving on‐time
delivery) but also aims to address congestion. We have already taken many steps to reduce this.
A first strategy includes trying to undertake our deliveries before and after rush hour.
As a second strategy, and in an important step towards significant reduction of driver delivery time and related
congestion, we began implementation of our Vehicle Tracking System in 2006 (see page 86). This system is equipped
with Route Optimization technology advising the driver which way is best and when to take it. We intend to
implement the route optimization element of this system in 2007 in key locations, with full implementation by 2009.
As such, we hope to see a significant amount of our 3‐year 10% reduction target achieved in 2007 and early 2008.
We intend to aggressively implement and continuously enhance this system.
As a third strategy for reducing traffic congestion, we use alternative types of vehicles and transport modes. We
make extensive use of motorcycles in many markets such as Abu Dhabi, Dubai, Cairo, and several cities in India and
Sri Lanka. An innovative example of creativity in service delivery, is in Dubai where congestion is notorious and we
have negotiated to use the waterways for our deliveries, thus reducing our road traffic
� Emissions reductions
Covered in more detail in the Environment section of this report (see page 88), but worth repeating here, are our
ambitions regarding emissions reductions. CO2, NOx and other emissions from our motor vehicles contribute to smog
in cities. In the environment section we discuss our tactics for reducing CO2 and other emissions including a
transition of fuel from leaded to unleaded, a transition to low‐emission vehicles and hybrid vehicles, and retrofitting
of vehicles. We expect these will reduce our NOx emissions by 50% by end‐2009.
� Service innovation
In addition to the above efficiency improvements, we believe that fundamentally, we need to continuously explore
and rethink our business in line with principles of sustainability. As noted, our long‐term strategy is to develop
successful new services designed to reduce the impact of congestion and help usher an era of ‘sustainable cities’.
This approach will require dialogue and partnerships with various stakeholders to explore new models of
economically vibrant but environmentally sustainable and socially attractive city cores and surroundings.
We are already taking preliminary steps in this direction in particularly congested markets. As noted, we worked with
authorities in Dubai to consider creative new options resulting in the use of waterways for our deliveries. In Cairo,
we have been participating in a dialogue with authorities as well as automotive associations and high impact
companies and are hoping to see a collective initiative launched. In Amman, in 2005 we acquired Jordan Distribution
Agency (now called Aramex Media). We intend to use its network of 7 bookstore outlets located in key strategic
areas of Amman to significantly expand our drop off hours and flexibility. This can dramatically reduce distance and
frequency traveled by our vehicles (for example, by picking up 20 packages at a time instead of a trip per client
request), as well as distance and frequency of travel by clients. We will pilot test this in 2007. Variations on this
theme can be applied in other markets.
Aramex Sustainability Report 2006 Page 69

In 2007, we aim to more proactively and systematically engage in at least one ‘sustainable city’ multi‐stakeholder
initiative, with the goal of identifying one or more service innovations that will position us as a leading total
transportation solutions provider in the context of more sustainable cities. As articulated in the environment section,
we will also be exploring the opportunities relating to offering low‐carbon and zero‐carbon services.
Aramex Sustainability Report 2006 Page 70

OUR COMMUNITIES
INVESTMENT IN SOCIETY
Our Perspective
We believe that all people should have equal opportunity and equal rights.
Long-Term Strategic Goal
Create opportunities and initiate meaningful change in underprivileged
societies, touching over one million underprivileged persons.

Inside this Section:
� Amount of contributions and geographical distribution Page 73
2006 Highlights 2007 Goals 2009 Goals
� Responded with consideration
to any community concerns
� 1% of pre‐tax profits donated
annually
� Significant increase in the
geographic distribution of
funds
� 1% of pre‐tax profits donated
annually
� Alignment within 10% of
revenue distribution, with the
exception of greater weighting
for regions with greatest
economic need
� Reducing Marginalization through Inclusion and Empowerment, includes sub‐themes of Youth
Empowerment; Sustainable Community Investment; and Emergency Relief Page 73
2006 Highlights 2007 Goals 2009 Goals
� Invested 0.8% of pre‐tax profit
into community initiatives
� Achieved significant
sustainable community results
at our Jabal Al‐Natheef pilot
initiative
� Strongly supported the Arab
Foundation for Sustainable
Development
� Organized “Aid Lebanon With
Us” campaign and delivered
over 500 tons of food and
medicines generously
donated by people from
countries across the Middle
East and Gulf
� Positively impact 100,000
marginalized people and
families
� Youth Empowerment: 180
young people significantly
impacted (scholarship,
internship, employment,
other)
� Sustainable Community:
Continued investment of time
and in‐kind to Jabal Al‐
Natheef pilot initiative
� Emergency Relief: Respond to
major emergencies with
campaigns to leverage
support and contributions,
coordinated shipping, and on‐
the‐ground logistics support
� Positively impact 300,000
marginalized people and
families
� Youth Empowerment:
Increase impact by 10% per
year (300 youth in 2009 and 3‐
year total of 500)
� Sustainable Community: Apply
lessons learned with Jabal Al‐
Natheef pilot initiative to a
wider range of initiatives
across the countries where
Aramex operates
� Emergency Relief: Expand use
of our core competencies to
support chronic emergencies
and marginalized populations
� Implement a model for categorizing, managing and measuring impact and performance of our
investment in society Page 79
2006 Highlights 2007 Goals 2009 Goals
� Developed a conceptual
model for our ‘Investment in
Society’
� Strengthen our model using
the London Benchmarking
Group model
� Improved ability to measure
our impact: Determine best
means to measure impact at
Jabal Al‐Natheef, and begin
tracking
� Our ‘Investment in Society’
plan, actions, and measures
can be audited against the
LBG
� Establish measurement of
our “Investment in Society”
impact, and measured year‐
over‐year performance
improvements
Aramex Sustainability Report 2006 Page 72

Aramex has a long history of giving back to our communities through our involvement in philanthropic and sporting
activities. This stems from our understanding of our connection to the community, our respect for the communities
where we operate, and our awareness of the importance of the welfare of these communities.
This past year has witnessed a leap forward in the company’s efforts, including a more institutionalized approach to
several aspects of our community investment. At the end of 2005 we spearheaded the creation of the Arab
Foundation for Sustainable Development "Ruwwad", a non‐profit company dedicated to improving the quality of life
of communities and individuals in the Arab world. "Ruwwad" serves as a vehicle for part of Aramex’s investment in
society. 2006 was its first full year of operation and its activities; accomplishments and challenges are summarized
within the following pages.
We have also recently begun to develop an Aramex ‘Investment in Society’ model that allows us to categorize and
manage our community involvement and impact. The model builds up on the basis of increasing use of our core
resources as a company, and an increasing level of active involvement in initiatives and scale of impact. This model is
helping to show us the creative steps we can take to dramatically increase our positive impact on marginalized and
disempowered people.
Aramex ‘Investment in Society’ model
Increasing scale, reach, and impact
Leveraging our Impact with Others
(SD Fund, SEGs, GDA, etc.)
Providing affordable services to meet
the needs of the world’s marginalized
Using Core Business
Competencies (Disasters
and Chronic Emergency)
Community
Investment, Service
and Volunteering
Charitable
Donations
Currently our corporate philanthropy efforts are coordinated via our Sustainability Manager, a member of Aramex
senior management. This officer, in coordination with Aramex senior representative on Ruwwad's Board of Directors,
works closely to assist with the implementation of social development initiatives that are launched by Ruwwad, and
assigns internal Task Forces to major initiatives such as emergency aid relief for disasters.
Reducing Marginalization through Inclusion and Empowerment
While our efforts are directed with the entire community in mind, we have concentrated on under‐privileged areas
where unmet needs exist. We are concerned about marginalization in society – marginalization between the
economically developed and developing nations, which ultimately directly impacts our business for better or worse.
But more potent and perhaps microcosms of these marginalization arise in the divisions between the wealthy and
the marginalized across all of the countries and cities where we operate. We further divide them into three key areas,
in ascending order in our model:
� Youth development, with a focus on youth empowerment
� Sustainable community development, with a focus on marginalized communities
� Emergency and disaster relief, responding rapidly to devastating natural and human disasters
In 2006 we donated $220,362 through our various approaches to investment in community. This was a decline of
41% from $374,898 in 2005, also lower than our total contributions in 2004 of $357,274. Our performance in 2006
amounts to 0.81% of pre‐tax profits. Our goal is to maintain at least 1% pre‐tax profits and we commit to meeting
that objective for 2007. We also aim to maximize the leveraging that can be achieved through our efforts and via our
core competencies.
Aramex Sustainability Report 2006 Page 73

The geographic breakdown by region of our community investments is captured in the corresponding pie chart on
page 33. We recognize that the regional distribution is heavily favored towards Jordan, our initial market and home
of our General Services Office. This will remain skewed to some extent while we pilot our sustainable community
development project at Jabal Al‐Natheef in Amman, Jordan. However, it is our
goal to increasingly disperse our investments in society according to our
revenue percentages, and also according to our theme of reducing
marginalization and finding means of empowering the most disenfranchised in
our society. In 2006 we invested $93,552 in Jabal Al‐Natheef.
The dollar amounts used in this section correspond to the community
investments as identified in our financial statements. This underestimates our
contributions to society because not all stations identify all contributions with
a separate line item. It also does not factor in our significant in‐kind
contributions. However we present these numbers as comparable and conservative figures for the past three years.
As part of our commitments for 2007, we intend to adopt more comprehensive systems for tracking our
contributions, as well as adopting the London Benchmarking Group guidelines for reporting on charitable donations
to improve the overall comparability of our community investments against international best practice, peers, and
competitors.
Similarly, while we know that our employees volunteer extensively in the community – and in fact Aramex allows
employees paid time for volunteering for certain initiatives – we do not have a good method for tracking these in‐
kind donations of employee time. We intend to incorporate a tracking system for volunteering within 12‐18 months.
Youth Empowerment
$ invested in community as % of
pre‐tax profit
% of
pre‐tax
profits
2004 2005 2006
2.58% 1.76% 0.81%
In many of the countries where we operate, young people (14 to 22 years old) are a majority. It is estimated that the
economies of the Middle East will need to create more job opportunity over the coming ten years in order to
maintain current employment levels.
The task of finding rewarding employment will be particularly challenging for young people in marginalized
communities with fewer educational opportunities, fewer resources for education, fewer opportunities to gain job
experience, and tremendous short‐term financial pressures, regardless of being equally talented. Our goal is to find
ways to empower these talented youth. We have narrowed the challenges down to four challenges where we aim to
have a constructive impact.
� Challenge 1: Providing access to sports and recreation programs, for good physical and mental well‐
being
Aramex has been a long‐time supporter of sports in the community, including sponsorship of a professional
basketball team and major sport tournaments. As part of an initiative to turn Amman into a child friendly city,
Aramex supported an ongoing project which involves creating new sports playgrounds or developing existing ones in
underprivileged urban communities so that young people have a place to play and learn different sports and
activities. Inline of this strategy, Aramex worldwide supported different sports activities such as African Tennis Cup in
Sudan, Basketball Championship in UAE, and Temple Street Children Hospital road trip in USA.
� Challenge 2: Reducing inequality of educational opportunities for young people
Under the umbrella of the Arab Foundation for Sustainable Development "Ruwwad", Aramex contributed to the
establishment of the Mousab Khorma Youth Empowerment Fund. The fund aims to targets young people in
marginalized areas by providing scholarships and loans to enable them complete education, and supplement their
education with internship and mentoring programs.
Of great benefit to both young people and Aramex is our internship program, where we offer internships for +100
students per year.
Other actions that help reduce educational inequalities include the Aramex Excellence Award at the Industrial
Engineering Dept Jordan University, and the Aramex Logistics Center for Excellence at the German Jordanian
University.
Aramex Sustainability Report 2006 Page 74

� Challenge 3: Reducing economic pressures and demands on young people
One of the ways in which we help reduce economic pressures on young people is by providing employment
opportunities to manage some of our other social investments. For example, we created the Aramex@Home
(previously “Meals on Wheels”) program in Amman, Jordan. Aramex@Home provides delivery services for meals,
medicine, and different products to people in Amman. We have college students aged 18‐22 who manage and
operate this program under the supervision of our product Team Leaders. Over 500 students have been involved
since inception of the program, and Aramex provides the opportunity for the students to receive an average wage
50% above minimum wage. This opportunity both provides financial resources and prepares the students for future
employment through practical project management experience.
� Challenge 4: Supporting transition from education to employment
In addition to the above‐mentioned +100 internships per year, we support the INJAZ program in Jordan. Since its
inception in 1999, INJAZ has aimed at enhancing the skills of young people in public schools by increasing their
participation in the economy. This helps bridge the existing gap between the knowledge acquired through education
and the skills required by the job market. INJAZ does this by enhancing students' leadership, business
entrepreneurial, problem‐solving, communication, and soft skills.
Aramex has participated in this important program through school sponsorship, encouraged its employees to
volunteer to teach the INJAZ curriculums, presentations about job market requirements to encourage students to
round out their employability skills, and provide educational guidance for students.
Community Empowerment and Sustainable Community Development
In keeping with worldwide trends, Aramex was among the first companies in Jordan to recognize the importance of
private sector contribution to sustainable community development. Through Aramex’s efforts, the company not only
hopes to contribute to improvements in socioeconomic conditions, but also to set an
example for other companies in Jordan by presenting successful case studies of its CSR
projects to provide a framework for other companies to utilize in their own social
responsibility programs. In early 2006, Aramex played the lead role, in cooperation with
other private sector companies, in establishing the Arab Foundation for Sustainable
Development "Ruwwad". This is a non‐profit company working to improve the quality of life
for communities and individuals in the Arab world. The mission of this foundation is to facilitate private sector
investment and participation in sustainable development efforts in the Arab world. Aramex has agreed to commit a
minimum of $200,000 for five years beginning in 2006, giving it a 20% stake in the foundation.
� Jabal Al‐Natheef
The pilot initiative of "Ruwwad" is a sustainable Community Development project undertaken in partnership with
local community organizations (Jabal Al‐Natheef) to enhance the quality
of life of communities in under‐developed areas around Jordan. The
program aims at engaging both young people and local community
members in the development of their community, helping them to
realize their potential, develop their personal and social skills, widen
their horizons and take advantage of existing and potential
opportunities.
The first neighborhood selected for this project is Jabal Al‐Natheef,
which is an area within the east side of Greater Amman Municipality
(GAM) incorporating a refugee camp that is not officially recognized as
such, and therefore remains under‐developed and badly constructed.
The entire area of 70,000 people suffers from high population density,
crowded living conditions, and the presence of only one primary school
which is cramped, has huge budgetary constraints and is in desperate
need of structural work. The area suffers from 50% higher
unemployment than the national average, and 50% fewer higher
education graduates. It also lacks a police station, a health center, a
"The emphasis is on a two-way
street so that the notions of
beneficiary and benefactor do not
come into play; the company fulfills
its obligation towards the
community but also engages the
community in ways which are
mutually beneficial. Volunteers take
part in activities that help others but
which are also rewarding. Members
of the community can receive the
help they need, but also give back
to others so that they are
empowered rather than made to
feel like charity cases."
- Raghda Butros, Director, Ruwwad
library, any recreation areas for children or any public parks or gardens. Possibly the largest challenge facing the area,
is a rampant drug and domestic violence problem which is gripping its young people and leaving its residents in fear
for their lives.
Aramex Sustainability Report 2006 Page 75

� Approach to decision‐making and priority issues
The project started by Aramex in May 2005 with preliminary meetings
with community representative from the area who were identified
through local associations, charitable organizations and community
groups. These meetings resulted in the drawing up of a list of priorities
pinpointing those issues which the people of the area felt were most
essential to the improvement of their living conditions. This list included
the establishment of police kiosks, the restoration of the local school,
the building of a public library, and the setting up of recreational
programs including a center catering for the young people of the area.
A post office was also suggested, as was extensive work on the
infrastructure of streets and pavements, in addition to an improvement
in garbage and rubbish collection facilities.
"The children have been given the
greatest gift of all, thanks to the
Foundation, their spirit has been reawakened
and they have a newlease
on life. Grammar and
Mathematics classes alone cannot
achieve this, but when a child is
given hope and compassion and
made to feel that he or she has
worth, they truly learn, grow and
blossom. This is the best lesson of
all."
- Rabiha Khalil, Headmistress of
Atika Bint Zeid Primary School
� Aramex involvement
As Aramex set out to contribute to the realization of the above‐mentioned needs via the Foundation, the company
concentrated on four main approaches to get the project underway. Firstly, volunteerism by company employees
who are directly engaged with the local community to achieve the results that were set forth in the program plan;
secondly, financial contributions towards the realization of the project goals; thirdly, using Aramex’s offices to
engage decision makers and to mobilize government and civil society organizations where necessary for the
achievement of program aims; and fourthly, involving other private sector companies in the process by enlisting
donations of goods and services.
� Achievements to date
At the end of 2006, the following achievements against the original list had been secured:
Supporting Youth in Jabal Al‐Natheef: Aramex contributed to the establishment of the Mousab Khorma Youth
Empowerment Fund which seeks to carry a message of hope to young people by providing them with the
opportunity to learn, develop their talents and skills, and expand their potential to help them to lead successful and
fruitful lives.
This Fund was initiated in memory of Mousab Khorma, as a tribute
to his contribution to the communities in which he lived and worked.
The Fund will supply financial and practical advice, and support
through loans and scholarships to enable young people from under‐
served communities to attend university, develop a métier, embark
on a project or pursue an artistic aptitude. This, in turn, will create a
pool of qualified and eligible employees from those who benefit
from the funding for companies to train and hire.
First Semester
Academic Year
2006/2007
Second Semester
Academic Year
2006/2007
Male 90 94
Female 63 67
Total 153 161
In 2006, The Mousab Khorma Youth Empowerment Fund was able during the last four semesters to reach and
support the target of 160 students per semester to start and complete their education in universities, colleges, and
vocational training centers.
Renovation of the local primary school, including a total overhaul of the building inside and out, construction of new
toilet facilities, and manufacturing new and tailor‐made furniture. All changes were undertaken with the approval of
the Ministry of Education and according to their standards and specifications. A large proportion of the materials
used to restore the school came in the form of donations from other Jordanian companies including Maani Group,
Petra Aluminum, National Paints, Jordan Steel and JWICO. Aramex enlisted the support of these companies, who
proved instrumental not only in monetary terms but also in illustrating the enthusiasm of the private sector for such
a project. Local builders and skilled laborers were hired for all work done on the school to provide job opportunities
and to generate local support.
Agreement by the Ministry of Interior for the establishment of a police station: At a meeting held at the Ministry of
Interior, representatives from Jabal Al‐Natheef and from Aramex met with the Minister and managed to secure a
promise to establish police kiosks in the most problem‐ridden area in the community. A site will be purchased, and
the police station will start operating officially during 2007.
Aramex Sustainability Report 2006 Page 76

Establishment of key public services: A building was purchased in
Jabal Al‐Natheef which houses a public children’s library that was
established in cooperation with GAM (Greater Amman
Municipality) which provided funding to bring the needed materials
and books. A post office is opened and managed by Jordan Post to
provide different public services. In addition to a multipurpose area
to host events and seminars for the local community, and a
management office as Ruwwad's headquarters to handle local
concerns have been opened.
Initiatives for children such as photography and reading projects:
A small project initiated by volunteers with the third‐grade students
(boys and girls aged 9‐10) at Atika Bint Zeid School to encourage
and promote creative thinking and expression through story‐telling,
art, meditation and photography. The photos taken by the children
of their environment will be published in a book to be sold in Jordan
and the region. Also, the University students initiated and
"All the teachers here are very kind
to us and we learn how to cooperate
and be caring for each
other, this makes us feel like we are
one big family.
Before I came to the Foundation, I
used to play with my friends in the
street because our house is very
small and my mother has to take
care of my baby brothers and
sisters. Nowadays, I don't need to
spend my free time in the streets as
my friends and I come here to learn
or play games, like puzzles, board
games and even volleyball."
- Ahmad (age 9)
implemented a summer camp workshop at the school, which more than 500 children attended to participate in
workshops for music, art, dancing and poetry.
Building Houses for those in need: A pilot project was implemented to build a home in Jabal Al‐Natheef with 5 CEOs
volunteering their time for one day to assist with the building and to contribute funds towards the cost of the
building to assess whether a long‐term project is viable. The foundation, in collaboration with Habitat for Humanity,
is working in the area to help renovate some of the houses.
Work with the Ministry of Health for the establishment of a Health Center and possible recreation park: The
Foundation reached an agreement with Ministry of Health to open a new Health Center at the area. The Foundation
is in the process of renovating the venue, in order for the Ministry of Health to operate during mid 2007.
At every step of the project we aim to ensure buy‐in from community members by prioritizing issues according to
their recommendations, creating strong relationships with a wide cross‐section of the community, involving the
community in decision‐making and implementation, and communicating a clear message of sustainability which
includes handover to the community.
� Moving Forward at Jabal Al‐Natheef
While well on its way, the project is far from complete. Trust is still difficult to earn and easy to lose in a community
that has many reasons to mistrust the intentions of stakeholders who have traditionally sidelined, marginalized, and
ignored the needs of these persons. As a result of this project we have learned that there is a pressing need for the
creation of opportunities for young people to study, work and express their talents and ambitions. And social
initiatives should focus on supporting these communities to get more attention and representation to better
improve the quality of life of all people.
In order to ensure sustainability and continued involvement, the foundation in coordination with the local
community members, NGOs and the private sector are working to tackle issues related to awareness, infrastructural
needs, youth empowerment and job creation, government follow‐up and income generating projects.
Entrepreneurial spirit: The Foundation is going to launch the Micro Venture Capital Fund during 2007. The fund aims
at providing more entrepreneurs the opportunity to start their own businesses. Ruwwad will help identify business
needs in underserved communities in order to create job opportunities in areas of high unemployment.
In the hope of creating the culture of entrepreneurship within the community, Ruwwad is working to run workshops
and awareness campaigns on the benefits of writing business plans, the concept of entrepreneurship and how to
access funding, along with creating partnerships between the private sector and the underserved communities.
Ruwwad will develop a process by which community members will be able to create, develop and sell their ideas to
investors, and seek funding in order to achieve their goal.
Aramex Sustainability Report 2006 Page 77

Sustaining cultural development: The Foundation will work during 2007 to raise the standards of teaching and
introduce a cultural curriculum at the local primary schools in Jabal Al‐Natheef. The project will utilize existing
computers at the school for use by students and teachers in new learning. Capacity‐building training will also be
organized for the teachers at the schools and life skills training for the students when the school year begins.
Emergency and Disaster Relief
The world is fraught with natural and human disasters, with severe and tragic loss of life and hardship. As part of all
these societies we have been compelled to do what we can to help. As a logistics and transportation company with a
reputation for caring for our society, we are uniquely positioned to use our core business competencies to make an
important contribution.
We specialize in moving goods around the world as quickly and efficiently as possible. When disaster strikes, we can
collect aid and assist in its distribution at a very rapid pace.
� Lebanon Aid program
Aramex employees organized campaign called ‘Aid Lebanon With Us’ to support the people of Lebanon under siege.
The company led a successful effort to set up a relief network throughout the GCC and the Middle East to collect aid
donations. Hundreds of drop points were organized in the various Arab cities to gather tons of aid material ‐ ranging
from food, through hygiene products such as soap and cleaning fluids, to medical supplies. Additional medical
supplies for chronic diseases such as heart ailments and diabetes have also been contributed.
Aramex’s task force promptly devised an action plan to assemble tons of aid materials from the various collection
points and sort them out by categories namely food, hygiene products and medical supplies. The team packaged
these materials and shipped them to the set destination in Lebanon. The aid was provided to the Lebanese
government through the international relief organization, the Red Crescent.
Aramex cooperated with a number of companies such as the Emirates National Oil Company (ENOC) and Majid Al
Futtaim Group in the UAE, as well as other associations namely the Jordan Hashemite Charity Organization and the
Jordan River Foundation (JRF) plus other local and regional civil society organizations to run this successful relief
campaign. In total, Aramex delivered over 500 tons of food and medicines generously donated by people of the
region.
� Palestine Aid Program
Aramex relief efforts, through its station in Ramalah, helped in many humanitarian efforts such as facilitating and
moving goods to the refugees in different places in Palestine. A campaign was launched to secure the needed
medical equipments and daily supplies of food and other materials.
� Pakistan Earthquake
Aramex relief efforts, as part of the Dubai based Airport Emergency Team, took off for Islamabad airport to aid the
Pakistan earthquake relief effort. A top‐level delegation from Aramex joined the Airport Emergency Team to
Pakistan to coordinate the logistics of arranging the humanitarian aid flying from all over the globe to Islamabad
Airport.
As part of the relief campaign, Aramex set up emergency collection points at various ENOC, EPPCO and EMARAT
service stations across UAE. The relief supplies collected at these vantage points included tents, blankets, non‐
perishable food and medicines.
� South Asia Tsunami (end 2004, early 2005)
Aramex has experience of organizing other aid in emergency situations for many years. For example, on New Year’s
Eve 2004, Aramex launched a campaign to support victims of the tsunami. 40 tons of emergency relief supplies were
collected in the space of just 48 hours. Aramex shipped the relief supplies to the affected areas and delivered them
to the Red Cross in India and the Ministry of Social Affairs in Sri Lanka before January 6 th . Other companies in the
region assisted this campaign by offering collection points – including ENOC, EPPCO, and EMARAT service stations –
for people to contribute. Some of the emergency supplies included 150 portable electric generators, tents, blankets,
pre‐cooked food, water purification tablets, wheat flour and medicines.
Aramex Sustainability Report 2006 Page 78

Moving up our Model
As is evident, many of our community investment initiatives involve not only charitable donations but work their way
up our model. For example, our investment in young people includes the use of our core business competencies to
offer internships. In our work on sustainable community development, we took an approach that emphasized the
top level of our model – leveraging the resources and capabilities of others. We created the Arab Foundation For
Sustainable Development "Ruwwad” in order to leverage the capacities of many companies, and we put this same
approach into practice when rehabilitating the local school. We also focused on using our lobbying and leverage
capabilities to allow marginalized stakeholders in our communities to engage with their respective governments (in
the case of Jabal Al‐Natheef, the Greater Amman Municipality).
As noted, developing our ‘Investment in Society model’ has sparked renewed enthusiasm and creativity in exploring
how we can maximize our positive impact on society. We aim to explore how our products, services, and core
competencies can be modified to provide affordable services to meet the needs of the world’s marginalized, while
operating within a business model. We hope to continue to expand the scope and impact of the Foundation and its
partner companies. And although it falls beyond just the scope of our ‘investment in society’, we also aim to take a
major leadership role in encouraging the adoption of sustainability management and reporting in the Arab world,
and throughout the Global Distribution Alliance.
A summary of our 2007 priorities for Investment in Society is captured on the first page for this section.
Aramex Sustainability Report 2006 Page 79

OUR BUSINESS PARTNERS AND THE
GLOBAL DISTRIBUTION ALLIANCE
Our Perspective
W e b e l i e v e t h a t w e m u s t r e a c h t o g e t h e r w i t h o u r
p a r t n e r s f o r m a x i m u m a n d g l o b a l s u s t a i n a b l e i m p a c t .
Long-Term Strategic Goal
Commit to apply the best international practices in every
aspect of our work with our partners, suppliers, and alliance.

Inside this Section:
� Enhanced reach through a strong Global Distribution Alliance Page 82
2006 Highlights 2007 Goals 2009 Goals
� Served as ‘operations
manager’ company for the
GDA
� Continue role as
‘operations manager’ for
the GDA
� Launch and coordinate a
Sustainability experience
sharing and training forum
for the GDA
� Have successfully
encouraged full tracking of
greenhouse gas emissions
among GDA partners
� Have contributed to a
significant reduction in
emissions per shipment
across the GDA
Aramex Sustainability Report 2006 Page 81

Enhanced Reach through the Global Distribution Alliance
The Global Distribution Alliance (GDA) is a partnership of over 40 leading logistics and transportation companies.
With operations throughout the world, the GDA is strategically positioned to provide swift and reliable global
transportation solutions, with each member of the alliance providing an extensive coverage and expertise in each
region of the world.
The GDA is a key partner for Aramex in ensuring total worldwide coverage, in‐depth local market knowledge, and
consistently high quality service around the globe. The GDA functions with unified organizational and operational
procedures as well as uniformed quality of service standards.
The GDA offers comprehensive tracking facilities utilizing the most modern Information Technology systems allowing
alliance partners or their customers to track and trace shipments anywhere in the world with the click of a button.
� A Strong Relationship
Aramex plays a key role in supporting the GDA. The GDA Board has unanimously appointed Aramex as the
‘Operations Manager’ company for the GDA Network, which involves managing the day‐to‐day running and
administration of the GDA Network. Furthermore, the ‘Operations Supplies Team’ at the GSO is responsible for the
procurement and management of the GDA Network and its partners’ operational supplies. The GDA Board, through
the GSO, is responsible for establishing guideline policies for the network to operate within.
The primary hubs for the GDA network are located in the following locations: Dubai (United Arab Emirates), London
(United Kingdom), Paris (France), Liege (Belgium), Singapore, and Hong Kong.
� Quality of Service Standards
The GDA Network, through the GSO, regularly audits its partner operations against predefined service standards in
order to evaluate the performance and progress of the network. There are 18 GDA Quality of Service Standards.
Furthermore, through the Aramex InfoAXS system, partners are also able to ‘self audit’ themselves at any point in
time.
� Integrating Sustainability
The partners in the GDA will be at different stages in the implementation of sustainability. In 2007 we hope to
establish a framework and forum for experience sharing and joint learning in order to accelerate the adoption of
sustainability management by the members of the GDA. Over time, this will significantly reduce the shared carbon
intensity of our services. We hope that by 2009, we will have successfully encouraged full tracking of greenhouse gas
emissions among GDA partners, and have contributed to a significant reduction in emissions per shipment across the
GDA (target is still to be determined in consultation with GDA)
Global Distribution Alliance Fact Sheet
Fact 2005 2006 Period
Consolidated Partner Sales Revenues (estimated) 7.5 Billion US$ 7.5 Billion US$ Per Annum
Consolidated Worldwide Partner Offices (estimated) 12,000 + 10,800 +
Consolidated Partner Employees (estimated) 66,000 + 60,000 +
Consolidated Partner Vehicles (estimated) 33,000 + 18,000 +
Number of Tracking System Locations 180 + 150 +
Tracking System Users (employees) 4,000 + 4,000 +
Average International Express Shipments (7 day week) 12,000 + 12,000 + Per day
Average International Express Weight (7 day week) 25,000+ 25,000+ Per day (Kg)
Line‐haul Route Operations 3,000 + 1,000 + Per day
Scanner Transmissions 700+ N/A Per day
Shipment Scans 18,000+ N/A Per day
Server Transactions 0.5 M+ 0.5 M+ Per day
EDI file Transmissions 1000+ 1000+ Per day
Aramex Sustainability Report 2006 Page 82

ENVIRONMENTAL LEADERSHIP
Our Perspective
We m u s t i n n o v a t e t o w a r d s a n e c o n o my t h a t d o e s n o
h a r m t o, a n d h e l p s t o r e g e n e ra t e , o u r e n v i ro n m e n t .
Long-Term Strategic Goal
B e t h e f i rst m a j o r l o g i s t i c s a n d e x p r e s s t ra n s p o r t a t i o n
s e r v i c e p ro v i d e r i n t h e w o r l d t o b e c a r b o n n e u t ra l .

Our Planet: Climate Change, Environment and Sustainability Innovation
Inside this Section:
� Create a Sustainability Innovation Culture Page 85
2006 Highlights 2007 Goals 2009 Goals
� Established Climate Change, Environment,
and Sustainability Innovation Working
Group at GSO
� Conducted first company‐wide survey to
begin understanding environmental
impact and priority risks and
opportunities
� Establish a Sustainability
Innovation Index to
measure degree to which
innovation is linked to
sustainability considerations
� Establish Environmental Management System (EMS) Page 86
� Achieve 80% average of ‘Excellent’
score on Sustainability Innovation
Index
2006 Highlights 2007 Goals 2009 Goals
� Identified key gaps in
management systems and
data collection
� Design and implement EMS based on
ISO14000
� Begin tracking of environmental KPIs
� Significantly expand environment‐related
training
� Achieve Dramatic Performance Improvement Page 87
� All stations capable of certification
against ISO14001
2006 Highlights 2007 Goals 2009 Goals
� Initiated our efforts to
collect key environmental
data and establish
baseline performance
values
Emissions‐related:
� Reduce Emissions: 15% reduction per
shipment (includes NOx, others)
� Reduce Fuel Consumption: 5% reduction
per shipment
� Reduce driving time: 5% reduction
� Transition type of vehicle fuel used:
Transition at least 2 stations from leaded
to unleaded
� Transition of vehicle fleet towards LEV
(low‐emission vehicles), ULEV, SULEV and
other alternative fuel vehicles (PZEV):
� Upgrade 33% of fleet one category (3)
� Purchase or lease 2 hybrid electric
vehicles
Reduce, Re‐use, Recycle:
� Increase recycling of packaging and
recycled content, and set end 2009 targets
� Reduce water consumption by 5%
� Reduce paper consumption by 5% and
achieve 10% paper recycling
� Develop Innovative ‘Sustainability Services’ Page 90
Emissions‐related:
� Reduce Emissions: 50% reduction
per shipment (includes NOx, others)
� Reduce Fuel Consumption: 20%
reduction per shipment
� Reduce driving time: 10% reduction
� Transition fuel type: 100%
transition from leaded to unleaded
� Transition of fleet towards LEV,
ULEV, SULEV and other alternative
fuel vehicles (PZEV)
� 50% of fleet at Euro 4 or higher
� Minimum of 10 hybrid electric
vehicles
Reduce, Re‐use, Recycle:
� Achieve 2009 targets for recycling
of packaging and recycled content
� Reduce water consumption by 20%
� Reduce paper consumption by 25%
and achieve 90% paper recycling
2006 Highlights 2007 Goals 2009 Goals
� Identified key gaps in
management systems and
data collection
� Take initial steps towards development of
‘low carbon’ and ‘carbon neutral’ shipping
services
� Identify top ‘sustainability service’
opportunities related to reducing traffic
impacts helping shape ‘Sustainable Cities’,
and introduce at least one innovation
(3) According to standards such as Euro1, Euro2, Euro3, Euro4
� 2% of revenues from carbon
neutral services
� 2 new successful ‘Sustainable
City’ services
Aramex Sustainability Report 2006 Page 84

Key Area: Create a Sustainability Innovation Culture
We believe that environmental opportunities are very high on the
sustainability opportunities agenda for Aramex. We believe that humans are
changing the atmosphere and that ‘climate change’ and ‘global warming’ are
real phenomena and threats. We accept that greenhouse gas emissions
(GHG), particularly carbon dioxide (CO2) are most likely the main human‐
induced cause of climate change. We therefore believe that it is critically
important for business to aggressively work towards ‘carbon neutrality’ to
mitigate the risks of climate change.
‘Carbon neutrality’ refers to the idea that our overall operations will have
zero net greenhouse gas emissions to the atmosphere. For example, we may
be able to reduce our existing emissions by 80% over the medium term. Of
the remaining emissions, we would work towards ‘offsetting’ those
emissions – either by purchasing ‘carbon credits’ on exchange markets, or by
undertaking or supporting initiatives that create measurable and verifiable
carbon mitigating actions (e.g., support tree‐planting). Given that our
business relies on transportation mechanisms that are currently powered by
‘Climate change’ refers to
the increasing levels of CO2
in our atmosphere from
man‐made activities –
including motor vehicles and
most energy consumption –
and the corresponding
changes that are occurring in
our natural environment as a
result of these increased CO2
levels. Internationally,
climate change has emerged
as one of the most pressing
global issues.
CO2‐emitting technologies, environmental management and carbon neutrality are massive challenges.
Nonetheless, we are certain that environmental innovation will be a key driver and success factor for our business.
As such, we have decided to make an enormously bold, ambitious, and provocative target: We aim to be the first
global logistics and express transportation service provider in the world to be carbon neutral.
We have a long way to go to achieve this goal, starting with corporate culture.
Environmental issues and environmental sustainability is not yet a common
subject in the Middle East and Gulf as it is in Europe or increasingly North
America. Targeting environmental innovation first requires generating
awareness of key environmental issues and their relevance and importance.
However, at Aramex, we know that our employees like to do the ‘right’ thing.
We therefore believe that with a growing amount of new knowledge on the
We aim to be the first
global logistics and
transportation service
provider in the world to be
‘carbon neutral’.
subject, our people will aggressively pursue this opportunity to enhance the business while enhancing our world. In
addition to a focus on emission reductions and carbon neutrality, we aim to implement a ‘war on waste’, from which
we also expect significant business benefits in the way of reduced input costs.
Overall, we want to pursue environmental performance improvement from both a risk and opportunity perspective.
On the risk side, we realize that if we do not keep pace or outpace our competitors, then they may develop cost and
service advantages. These could include reduced fuel costs, reduced carbon emissions costs or increased carbon
credits, reduced input costs by eliminating waste, better lending rates due to lower risks, offering of ‘green package
services’, etc. On the opportunity side, however, we can take each of these risks and with performance leadership,
turn them into a competitive advantage.
We are confident that if we integrate environmental sustainability into the Aramex culture, then the performance
results will flow naturally as our people perform across other elements. As a starting point for implementation, in
2007 we aim to:
� Put in place an environmental policy and environmental management system
� Fully assess and measure the status of our CO2 and other emissions, identify immediate opportunities for
improvement, and take action
� Fully assess and measure our overall environmental impact (e.g., with regard to water, types and quantities
of waste, etc.), identify immediate opportunities for improvement, and take action
� Conduct extensive training in the area of environment and environmental management
� Increase our engagement with key internal and external stakeholders to find out from them how we can
help reduce our environmental impact
� Establish a Sustainability Innovation Index to measure the degree to which sustainability innovation is
equated to corporate culture. This will be achieved through a subset of questions in an annual employee
Aramex Sustainability Report 2006 Page 85

survey. By the end of 2007 we aim to receive 75% responses as ‘Good’ score, and by end 2009 we aim to
receive 80% of responses as ‘Excellent’ score.
Key Area: Establish Environmental Management Systems
We currently do not have a system for tracking our environmental performance. However, we have been able to
generate some baseline environmental data by reviewing invoices that include environmental information (e.g.,
water consumption bills). We continue to work on the baseline data for more environmental indicators – particular
our greenhouse gas emissions ‐ and will make these available on our website as soon as they are finalized. We also
have emerging tools such as our self‐developed Fleet Management System and our Vehicle Tracking System, (see
insert box) as well as existing tools such as our Stock Management System and Purchase Order System which have
components that will be essential to tracking our environmental performance and can be immediately implemented.
For example, the FMS records type of fuel, fuel consumed, amount of oil used, washing information, maintenance
information, total kilometers driven, and other critical information for environmental data tracking. Furthermore, we
have the opportunity to enhance these systems to include additional key environmental data parameters, as
required. We have been piloting the FMS and VTS in certain locations in 2006 and are rolling these systems out
across our operations in 2007.
However, our number one task in order to properly, systematically and aggressively track and enhance our
environmental performance and drive sustainability‐oriented innovation, is the development of an effective
environment management system that is integrated with these emerging and existing systems and our management
decision‐making. In 2007 we will design and implement an environmental management system including finalization
and tracking of key performance indicators (KPIs). We will
design an integrated environmental system using best practice
and consistent with ISO14000 standard for environmental
management systems. Our commitment by 2009 (a KPI) is to
ensure that all of our operations are in a position to be audited
and able to achieve certification to ISO14000 if desired. A
decision on certification against ISO14000 will be made at a
later time – our initial focus is on performance improvements.
� Starting point for implementation of EMS
With regard to implementation of environmental
enhancements from a human resources perspective, as with
health and safety, we have initiated a process for a more
structured approach to environmental management. We have
established a ‘Climate Change, Environment, and Sustainability
Innovation’ Working Group at the GSO level. Following the
proposed health and safety model, we intend to establish a
contact person specifically for Environment at each major
station, who will serve as a champion of awareness, training,
implementation and tracking of performance at the stations,
while also contributing to corporate environment strategy and
plans. For larger stations, these contact persons will coordinate
an environment committee at the station. Also, one of our
acquisitions of 2006, TwoWay Vanguard, is ISO14001:2004
certified (this represents about 20% of our 2006 revenues). We
therefore intend to use their experience in building our
corporate wide systems.
� Vehicle Tracking System and Route Optimization
Vehicle Tracking Systems are commonly used by fleet operators
for fleet management functions such as routing, dispatch,
onboard information, monitoring driving behavior (safety and
vehicle abuse) and security (theft prevention and retrieval
device).
The VTS devices collect information and data (location, speed,
Fleet Management System
FMS is a system that contains complete and
up‐to‐date information about Aramex fleet,
tracking all the fleet's transactions and
provides financial information to the
accounting department. Also this system is
considered as a base for a complete Vehicle
Tracking System. The FMS is divided into 2
phases:
Phase 1: Data Entry‐ the module allows users
to enter complete information of Aramex's
vehicles and to have some reports that allow
the stations to manage their fleet:
Purchased Vehicles
Leased Vehicles
Rented Vehicles
Owner Operated
Vehicles
Vehicle Expiry Date
Rpt
Vehicle Renewal Date
Rpt
Violations
Phase 2: Monitor and control‐ features added
to start monitoring all the costs of our fleet
whether fixed cost or running costs and to
manage all the drivers’ (couriers) issues.
Fixed Costs Info:
Monthly washing cost
Yearly registration
cost
Yearly insurance cost
Monthly leasing cost
Others fixed costs
Running Costs Info:
Fuel
Oil
Breaks
Wheels
Wipers
Spark Plugs
Violations
Maintenance and
repairs
Accidents
Other running Costs
Aramex Sustainability Report 2006 Page 86

direction, and switch key on/off) and transmit it in real‐time via cellular networks to a computer system for analysis
and evaluation. The first benefit is on time tracking, monitoring, and control of the vehicle. It will provide the
concerned parties (management, operations, and dispatcher) with sufficiently accurate on‐time information
regarding the fleet that is much needed for certain decisions to be made.
The system will save all detailed history of the daily vehicles activity and will accordingly allow for different kinds of
analysis of this historical data through the use of additional powerful query and analysis tools.
Optimization algorithms that take route traffic and accessibility into account will be the next addition to the Vehicle
Tracking System. Aramex realizes the importance of optimized routes for better delivery and pickup and has invested
significant money and effort in developing an understanding of how to reach higher efficiency with the routes to
allow for better planning and smoother dispatching. Additional functionality will allow the importation of planned
routes to the system, where these planned routes will be in tabular format indicating reference to pre‐mapped
locations and expected times of arrival and estimated stops duration.
Stations that budgeted for the VTS will be approached with the system before the end of 2007. These stations are:
Jeddah, Dhahran, Riyadh, Amman, Beirut, Cairo, Dubai, Abu Dhabi, and Kuwait. More Aramex stations will be
targeted in the second quarter of 2008.
Route Efficiency is a part of the efficiency and improvements process. It would rely heavily, but not solely, on the VTS
as a tool for gathering data and studying the changes made. General Route Efficiency tools are being developed now
to be used fully on the stations after the deployment of VTS. This means that Route Efficiency will go live across the
network in the first quarter of 2008 (whether the station has VTS or not). The stations being targeted for Route
Efficiency and Optimization are: Abu Dhabi, Dubai, Riyadh, Jeddah, Amman, Beirut, Cairo, Dhahran, Kuwait, Bahrain,
Damascus, Mumbai, and other possible stations in Asia.
Key Area: Achieve Dramatic Performance Improvements
� The non‐asset based advantage
Aramex is a non‐asset based company. We use other companies – for example airlines – to move most of our
packages, and we primarily lease motor vehicles as opposed to owning them. This presents a tremendous
opportunity to rapidly reduce our emissions. For example, we can more easily change the types of vehicles we lease
to ensure reduced environmental emissions. We can also add an environment‐related criteria to our decisions
around which airlines we select to move our packages – for example, we can give a certain weight to the fuel‐
efficiency of the fleets of different airlines. Furthermore, we believe that these companies have financial means to
make a transition towards green transportation. Our role can be to support their transition by prioritizing the green
services they offer.
� The non‐asset based challenge
While this ‘non‐asset‐based’ business model creates a real opportunity in emissions reduction, it also raises
questions as to how we should calculate our total emissions. Do we only include full emissions relating to our owned
vehicles, while sharing emissions on leased vehicles? Do we include a share of the CO2 emissions from flights
carrying our packages? If so, do our clients who track their emissions include the emissions relating to the
movement of goods (just as many of them track their emissions relating to the movement of their people)? If so,
how can we team up with our clients to accelerate the process of simultaneously reducing our emissions and their
emissions?
Both of these aspects – the non‐asset based advantages and the challenges – will be central considerations in
solidifying and testing our KPIs, and of the Aramex environmental management system.
� Performance priorities and goals
We have identified two main thrusts for performance improvement through efficiency‐oriented innovation:
1) Emissions‐related impacts
2) Reducing other environmental impacts by reducing, re‐using, recycling and green design
Aramex Sustainability Report 2006 Page 87

� Emissions‐related impacts – Direct energy consumption
Our number one environmental impact relates to our direct and shared emissions of our owned and leased vehicle
fleets, and of the aircraft and other modes of transportation we use. Given that this is our biggest environmental
impact, and given that climate change is a top global environmental issue and priority, we are prioritizing our efforts
on this issue.
Overall, we hope to significantly reduce our fuel consumption and especially related emissions (CO2, NOx, others) per
shipment in the short term. Because we did not track many aspects of our environmental performance previously,
we have been unable to establish acceptable estimates for our past greenhouse gas emissions. Nonetheless, we are
currently putting in place the necessary systems to track and determine current greenhouse gas emissions, which we
will adjust accordingly to serve as our end of 2006 baseline. We will make this information available online as soon
as it has been and it will also be included in our next report. Furthermore, we have learned a tremendous amount
about our fleet and the environmental opportunities at hand, and thus are able to set aggressive performance
numbers for 2007 and 2009. Our targets for 2007 are 15% reduction in emissions per shipment, with a goal of 50%
reduction by end of 2009, and 5% reduction in fuel consumption per shipment, with a goal of 20% reduction by end
of 2009.
Diesel
(units)
Unleaded
(liters)
Motor Vehicle Fuel Consumption (Direct
energy footprint)*
Leaded
(liters)
3,284,388
2,373,828
2,020,897
778,498
641,693
539,444
5,275,432
3,815,390
3,444,251
2006
2005
2004
* Estimated quantity representing data from 22 stations plus
TwoWay Vanguard, covering 77.38% of revenue
1,738,106
Total $ Spent on Fuel
2,341,608
3,548,855
2004 2005 2006
We collected information to approximately calculate our direct fuel consumption, by surveying and gathering
information about diesel, leaded and unleaded consumption. We received data from the following stations: (Amman,
Beirut, Ramallah, Cairo, Casablanca, Abu Dhabi, Dubai, Jeddah, Kuwait, Riyadh, Bahrain, Dhahran, Muscat, Doha,
Tehran, Athens Istanbul, Prague, Montreal London Hong Kong, Colombo, and TwoWay).
149
12
12.5%
166
93 79
0 15 0
42
163
57 85
297
0 0 0 0 3 0 1 0
Truck Regular Van Small Van Regular Car Motorcycle Three Wheeler Small boat (not
ship)
Fleet % by Type of Fuel Used*
55.5%
32.0%
Diesel
Unleaded
Leaded
2006 Fleet Information and Type of Fuel Used*
Diesel Unleaded Leaded
* Represents data from 13 stations plus TwoWay Vanguard, covering 71.59%
of revenue (excludes forklifts). Data for TwoWay Vanguard includes its sub‐
contracted fleet, which varies from day to day. An estimated average of 9
trucks per day has been used for the sub‐contracted component of TwoWay
Vanguard’s fleet. Total number of vehicles = 1162
Aramex Sustainability Report 2006 Page 88

We will implement a multi‐pronged approach to emissions reductions, focusing on whatever best reduces
environmental impact in a given location. Strategies include:
� Fuel options – We will transition type of fuel used for vehicles where appropriate – especially from leaded to
unleaded. Our 2007 goal is to switch at least two stations to unleaded fuel for any petrol vehicles (with an
end 2009 goal of 100%). This significantly reduces emissions such as NOx, as well as CO2 and other emissions.
� Route Optimization – We are aiming for a 5% reduction in driving
delivery time in 2007 (and thus reduced emissions) where we are
piloting our VTS and FMS initiatives. We have a 2009 target of 10%
reduced driving time. We aim to implement the VTS route optimization
technology in 9 stations in 2007.
� Delivery timing optimization – We can further reduce driving time and
fuel consumption by further reducing operations during peak hours, and
other creative approaches
� Transition of vehicle fleet – We aim to transition the type of vehicles leased and owned towards LEV (low‐
emission vehicles) ULEV (ultra‐low emission vehicles), SULEV (super‐ultra low emission vehicles) and other
alternative fuel vehicles (such as PZEV – partial zero emission vehicles). Our 2007 goal is to upgrade 33% our
fleet at least one category, with an end 2009 goal of 50% of the fleet at Euro 4 or higher. As a starting point
this year we will be collecting data to determine the existing European emissions ranking of each vehicle in
our fleet (e.g., Euro 4). We will also purchase two hybrid electric vehicles in 2007, and aim to reach a
minimum of 10 by end 2009.
� Airline selection – We will begin to explore how best to assess and integrate airline fuel efficiency into
routing decision‐making
� Optimize maintenance and care of vehicles, and encourage fuel‐saving driver behavior
As part of our emissions control program, we aim to focus on reducing
vehicle emissions that contribute to urban air pollution, such as NOx and SOx.
We currently do not have any data on these emissions. However, we aim to
establish baselines in the coming months, and then work aggressively with
the goal of 15% reduction in NOx and SOx emissions in 2007 and 50% by end
of 2009.
� Emissions‐related impacts – Indirect energy consumption
We are currently working to establish baseline data for energy consumed by offices, warehouses, and other such
requirements, and we will post these on our website as soon as they are available. In 2007 we aim to make
enhancements including energy intensity of lighting, and encourage smart power consumption and conservation as
appropriate. We recognize that we can also take significant steps to reduce electricity intensity as we design future
infrastructure requirements.
� Our other environmental impacts: Reducing, re‐using, recycling, and green design
While emissions reduction will be our number one environmental focus, creating a culture of sustainability means
systematically reducing all of our environmental impacts.
Water consumption: Water is a limited resource in great demand in
many of the places where we operate. While our water consumption
on the whole is relatively small compared to our operations, there is
an opportunity to significantly reduce our impact. We also intend to
reduce any chemicals that end up in our waste water from the
washing of our vehicles, by introducing an environmentally friendly
cleaner across our fleet network. In 2007 we aim to reduce water
consumption by 5%. Approximate data was gathered form 31 stations
representing 72% of revenue, as some stations still pay the utilities as
part of the rent expenses.
2004
2005
2006
Potential transfer of fleet
towards lower emission vehicles
In 2007 we will:
� Upgrade 33% of our fleet at
least one category
� Purchase 2 hybrid vehicles
Direct Energy: 14 stations using
only Unleaded fuel across the
Middle East, Gulf, Europe, and Asia
Beirut, Abu Dhabi, Dubai, Jeddah,
Kuwait, Riyadh, Dhahran, Muscat,
Tehran, Athens, Montreal, Istanbul,
London, Hong Kong
Approximate Water Consumption
(in liters)
31 stations representing 72% of
revenue
463,890
563,930
957,957
Aramex Sustainability Report 2006 Page 89

Materials purchases – Reducing, Re‐using, and Recycling: Some of the materials we regularly purchase, and their
quantities in weight, are captured in the following table. Currently, essentially all of this weight also translates into
waste.
� Plastic: We have only just begun to re‐use some of our
plastic bags. This has the multiple effects of reducing
our waste, increasing our recycling, and increasing the
recycled input content of our product. However, this
currently makes up an immaterial amount of our
orders of this material, but is a practice that we can
build further on. It also has created significant interest
in how we can reduce the overall environmental
impact of our packaging. In 2007 we will begin
exploring options for increasing recycled content in
our packaging, reducing plastic weight per package
while maintaining durability, alternatives to
conventional plastic, and options for wide‐scale plastic
recycling.
� Paper: With are implementing an electronic signature
system, of which one environmental benefit is that we
expect to be able to reduce our ‘run‐sheet’ paper
usage by 70% by 2008. We furthermore intend to
increase mindfulness about reducing printing and
paper usage, and we will begin recycling paper in our
offices where recycling facilities exist in the country.
Hazardous Waste: The table on the right presents total hazardous
waste shipments, with respect to our Freight Business. We are not
permitted by international laws to ship hazardous materials using our
Express service and thus our Express hazardous shipments are zero. We
are exceptionally cautious with regard to handling hazardous waste.
These shipments are handled as per the International Air Transport
Association (IATA) regulations. We have 21 stations certified to IATA.
Hazardous shipments require a certified person to handle dangerous goods at each station. Dangerous goods must
also be inspected by designated institutes to issue a certificate for shipping. For example, in Jordan it is the Royal
Scientific Society. We had no environmental incidents relating to the handling of these shipments.
Environmental Fines: To our knowledge, we paid no significant fines in 2004, 2005, or 2006 for non‐compliance with
any regulations associated with environmental issues.
Key Area: Innovative ‘Sustainability Services’
Materials
Purchased
(not all
materials)
Last 4 months of
2006*
Weight (kg)
Estimated
2006
HAWB (House
Air Waybill)
25585 75250
Bags 17562 51652
Boxes 30903 90892
Envelops 29730 87441
Flyers 32450 95441
Labels 658 1936
Seals 484 1423
Stickers 148 437
Tapes 2256 6634
* Representing 34% of annual revenue. This data is gathered
by the Stock Management System implemented for the last
four months of 2006. Estimated kg for the rest of the year
has been determined based on these four months’
percentage of total 2006 revenue.
Perhaps the most exciting element of our anticipated journey towards sustainability is the opportunity to create
innovative products and services that are based on sustainability principles; that create awareness and enable our
clients to move towards sustainability; and that enable our own transition to sustainability. There are two lines of
‘sustainability services’ that we wish to immediately pursue:
Carbon neutral shipping services: With this anticipated service, customers can purchase a transportation option that
will have zero net greenhouse gas or carbon emissions. We will ensure that we have adequate ‘clean’ capacity within
our Aramex system to offset the amount of greenhouse gas emissions normally produced by the package in question.
This allows us to: invest the revenue from these services directly into our transition to a green fleet, thereby also
making this transition a market‐based transition; and gives us the flexibility to invest our limited resources in the
area of our fleet most likely to make a major difference in terms of greenhouse gas reductions (even if not directly
related to the routing of the package in question). In 2007 we aim to establish the foundations for implementing this
service in the near future.
Year
Total Hazardous
Shipments
Aramex Sustainability Report 2006 Page 90
Total
weight (kg)
2004 115 33773
2005 187 233043
2006 160 45065

Creative solutions for sustainable cities: As noted in our section on traffic and congestion, we want to be part of the
solution in terms of reducing traffic congestion, urban air pollution, urban noise, and other ailments of today’s cities
that we contribute in a small way to. As an example of a new technique we have used to mitigate our impact, in
Dubai we are now using the water canal for delivering our shipments, thereby not contributing to the serious traffic
challenges in downtown Dubai. We aim to join dialogues with key cities on how to design more sustainable cities,
while ensuring the continued or accelerated flow of goods and services and economic, social, and environmental
development. For example, we are in a dialogue with the city of Cairo. We believe there are a lot of creative means
to dramatically contribute to improved quality of life in cities, and that we can help contribute to these solutions and
help to design new transportation services to support these creative approaches. We need not be limited by current
ways of doing business, and current ways of building cities. We aim to introduce at least one new innovation in the
marketplace during 2007.
Aramex Sustainability Report 2006 Page 91

CATALYZING SUSTAINABILITY
Our Perspective
We believe we have an important role to play in catalyzing sustainability
among some of our key networks, including companies in the MENA
and Gulf regions and companies in the Global Distribution Alliance.
We believe we will be rewarded in terms of performance gains,
public reputation, and an increased customer base and loyalty.
Long-Term Strategic Goal
We will be the sustainability performance and reporting leader in the
MENA and Gulf region, and will ultimately earn our way into the ranks
of the world’s top corporate sustainability leadership companies.

Inside this Section:
� Catalyzing Sustainability Where We Operate Page 94
2006 Highlights 2007 Goals 2009 Goals
� Played a key supporting role in
the first full year of operations of
the Arab Foundation for
Sustainable Development
� Launch our Sustainability Report
as a regional leadership example
� Establish two Sustainability
Excellence Leadership Forums –
one for leadership companies in
the Middle East, North Africa,
and Gulf; one for the GDA
� Be the sustainability performance
and reporting leader, as ranked
by public opinion, sustainability
indices, and relevant major
international sustainability
rankings
� Engage at least 20 other
companies plus GDA members in
Sustainability Excellence
Leadership Forums
Aramex Sustainability Report 2006 Page 93

Catalyzing Sustainability Where We Operate
While we aim to strengthen our reputation as a global company, and aim to become a global sustainability leader
over the long‐term, we recognize a short term opportunity to make a major contribution to the broader uptake of
sustainability management and reporting in two key areas:
� In the Middle East, North Africa and Gulf region
� Together with our partners in the Global Distribution Alliance
We aim to establish two separate Sustainability Excellence Leadership Forums, one for each of the networks above.
These Forums will offer an opportunity for all participating companies to learn from one another and share
experiences with regard to sustainability uptake and implementation.
� Catalyzing Sustainability in the Middle East, North Africa and the Gulf
To our knowledge, we are one of the first companies to undertake sustainability reporting in the MENA and Gulf
regions. However, we believe that the adoption of sustainability management will become an attractive and critically
important central theme of business management in the region within only a few years. We aim to accelerate this
trend and push its boundaries by joining together with other leadership companies who understand the value
opportunity of sustainability management and are eager to be a leader with respect to securing both performance
and reputation gains. By the end of 2007 our goal is to have launched a regional Sustainability Excellence Group with
at least 6‐8 other leadership companies, and to have hosted an initial quarterly meeting forum.
� Integrating Sustainability in the Global Distribution Alliance
The partners in the GDA will be at different stages in the implementation of sustainability. As noted in the GDA
section, in 2007 we hope to establish a Sustainability Excellence framework and forum for experience sharing and
joint learning in order to accelerate the adoption of sustainability management by the members of the GDA. Over
time, this will significantly reduce the shared carbon intensity of our services. We hope that by 2009, we will have
successfully encouraged full tracking of greenhouse gas emissions among GDA partners, and have contributed to a
significant reduction in emissions per shipment across the GDA (the target is still to be determined in consultation
with GDA).
We believe that playing a leadership role in the establishment and implementation of these two innovative groups
will significant enhance not only our performance, but also enhance our reputation as a sustainability leader and
increase our customer base and customer loyalty in the MENA and Gulf regions and internationally.
Aramex Sustainability Report 2006 Page 94

Looking Forward ‐ Summary of Commitments
Key Issue Key Area and 2007 Goals 2009 Goals
Economic
Growth
Customer
Relationships
Human
Resources
Health and
Safety
Achieve continued growth and recognition
� Growth in revenue of 18%
� Growth in profitability of 20%
Our Customer Relationships
� Maintain 95% in customer satisfaction
� Maintain 95% in on‐time delivery rate
� Build capacity of frontline personnel across the
network
� Increase customer tools access through
aramex.com, PACK, and ePOD
� Increase Sage Accpac CRM development and
utilization
� Structuring Contact Center processes,
applications and procedures
� Conduct customer survey
Putting Sustainability at the heart of Aramex
culture
� Implement corporate‐wide training on
Sustainability
� Establish global network of champions
� Integrate into performance appraisals
Engaging Employees
� Use AccountAbility1000 Stakeholder
Engagement Standard to enhance quality of
engagement
Opportunities for Development
� Launch of Aramex Corporate University
� 20 average hours training per employee
� 13% women in middle management
Global Workplace Conditions
� Conduct a review of our labor performance
against the SA8000
Employee Satisfaction
� Establish Employee Satisfaction Index
� Enhance benefits and address any gaps in
benefits across all stations
Create a Safety Culture
� Establish H&S Index to measure degree to
which safety is equated to corporate culture
Health and Safety Management Systems
� Design and implement H&S management
system based on OHSAS18000
� Begin tracking of H&S KPIs
Achieve Dramatic Performance
Improvement
� Significantly expand H&S training (both road
safety and warehouse safety)
� Undertake warehouse safety equipment audit
� Establish a baseline accident rate per‐
� To be recognized as the 5 th global logistics
and express transportation company by 2010
� Positioning Aramex as the company of choice
� Exceed 95% in customer satisfaction for all
products and services.
� Exceed 95% in on‐time delivery rate for all
products and services
� Have sustainability recognized as overall
management framework
� Aramex ‘Culture of Sustainability’ is well‐
known throughout the region
� Accelerated rate of innovation
� Be in a position to assure quality of
engagement against AA1000
� 40 average hours training per employee, with
100% coverage
� Women in management: 10% senior, 20%
middle, 25% leaders
� All stations capable of successful certification
against SA8000, with regular internal
monitoring – This extends to major sub‐
contractors
� 80% average of ‘Excellent’ score in
satisfaction survey
� Secure a Top 10 ranking in any external ‘Best
Places to Work’ surveys in the Middle East
� Achieve 80% average ‘Excellent’ score on
H&S Index
� Be capable of certification against to
OHSAS18001
� 50% reduction in accident rate
� 50% reduction in lost‐time frequency rate
� 0 fatalities
Aramex Sustainability Report 2006 Page 95

Traffic,
Noise, and
Healthy
Cities
Investment
in Society
shipment, and achieve 10% reduction
� Establish baseline lost‐time injury rate and
achieve 10% reduction
� 0 Fatalities
Reduce Noise Impact
� Begin systematic tracking of noise complaints
and develop policy
� Commitment to move Abu Dhabi outgoing
operations center in response to community
input
Ensure Safe and Courteous Driving
� Implement systematic tracking of complaints
against couriers and solutions undertaken;
establish baseline performance
Reduce road congestion and driving time
� Implementation of Route Optimization
technology in pilot stations
� 5% reduction in driving delivery time in pilot
stations
Reduce Emissions
� Establish baseline measures for NOx and other
road fleet emissions per shipment, and achieve
15% reduction, as per environment section
Amount of contributions and geographical
distribution
� 1% of pre‐tax profits donated annually
� Significant increase in the geographic
distribution of funds
Focus on theme of ‘Reducing
Marginalization through Inclusion and
Empowerment’. Includes sub‐themes of
Youth Empowerment; Sustainable
Community Investment; and Emergency
Relief
� Positively impact 100,000 marginalized people
and families
� Youth Empowerment: 180 young people
significantly impacted
� Sustainable Community: Continued financial
and in‐kind investment in Jabal Al‐Natheef
pilot initiative
� Emergency Relief: Respond to major
emergencies with campaigns to leverage
support and contributions, coordinated
shipping, and on‐the‐ground logistics support
Implement a model for categorizing,
managing and measuring impact and
performance of our investment in society
� Strengthen our model using the London
Benchmarking Group model
� Improved ability to measure our impacts:
Determine best means to measure impact at
Jabal Al‐Natheef, and begin tracking
� 50% reduction in related community
complaints
� 50% reduction in related community
complaints
� 10% reduction in driving delivery time
� Participation in multiple ‘sustainable city’
dialogues, and development of at least 2
corresponding innovative services
� 50% reduction in NOx and other road fleet
emissions per package, as per environment
section
� 1% of pre‐tax profits donated annually
� Alignment within 10% of revenue
distribution, with the exception of greater
weighting for regions with greatest need
� Positively impact 300,000 marginalized
people and families
� Youth Empowerment: Increase impact by
10% per year (300 young people in 2009 and
3‐year total of 500)
� Sustainable Community: Apply lessons
learned with Jabal Al‐Natheef pilot initiative
to a wider range of initiatives across the
countries where Aramex operates
� Emergency Relief: Expand use of our core
competencies to support chronic
emergencies and marginalized populations
� Our ‘Investment in Society’ plan, actions, and
measures can be audited against the LBG
� Established measurement of our “Investment
in Society’ impacts, and measured year‐over‐
year performance improvements
Aramex Sustainability Report 2006 Page 96

Business
Partners and
GDA
Climate
change,
environment,
and
Sustainability
Innovation
Catalyzing
Sustainability
Enhanced reach through the GDA
� Continued role as ‘operations manager’ for
the GDA
� Launch and coordinate a Sustainability
experience sharing and training forum for the
GDA
Create a Sustainability Innovation Culture
� Establish a Sustainability Innovation Index to
measure degree to which innovation is linked
to sustainability considerations
Establish Environmental Management
System (EMS)
� Design and implement EMS based on
ISO14000
� Begin tracking of environmental KPIs
� Significantly expand environment‐related
training
Achieve Dramatic Performance
Improvement
Emissions‐related:
� Reduce Emissions: 15% reduction per
shipment (includes NOx, others)
� Reduce Fuel Consumption: 5% reduction per
shipment
� Reduce driving time: 5% reduction
� Transition type of vehicle fuel used: Transition
at least 2 stations from leaded to unleaded
� Transition of vehicle fleet towards LEV (lower‐
emission vehicles), ULEV, SULEV and other
alternative fuel vehicles (such as PZEV):
� Upgrade 33% of fleet one category
� Purchase or lease 2 hybrid electric vehicles
Reduce, Re‐use, Recycle:
� Increase recycling of packaging and recycled
content, and set end 2009 targets
� Reduce water consumption by 5%
� Reduce paper consumption by 5% and achieve
10% paper recycling
Develop Innovative ‘Sustainability Services’
� Take initial steps towards development of ‘low
carbon’ and ‘carbon neutral’ shipping services
� Identify top ‘sustainability service’
opportunities related to reducing traffic
impacts helping shape ‘Sustainable Cities’, and
introduce at least one innovation
� Launch our Sustainability Report as a regional
leadership example
� Establish two Sustainability Excellence
Leadership Forums – one for leadership
companies in the Middle East, North Africa,
and Gulf; one for the GDA
� Have successfully encouraged full tracking of
greenhouse gas emissions among GDA
partners
� Have contributed to a significant reduction in
emissions per shipment across the GDA
� Achieve 80% average ‘Excellent’ score on
Sustainability Innovation Index
� All stations capable of certification against
ISO14001
Emissions‐related:
� Reduce Emissions: 50% reduction per
shipment (includes NOx, others)
� Reduce Fuel Consumption: 20% reduction
per shipment
� Reduce driving time: 10% reduction
� Transition fuel type: 100% transition from
leaded to unleaded
� Transition of fleet towards LEV, ULEV, SULEV
and other alternative fuel vehicles (e.g.,
PZEV)
� 50% of fleet at Euro 4 or higher
� Minimum of 10 hybrid electric vehicles
Reduce, Re‐use, Recycle:
� Achieve 2009 targets for recycling of
packaging and recycled content
� Reduce water consumption by 20%
� Reduce paper consumption by 25% and
achieve 90% paper recycling
� 2% of revenues from carbon neutral services
� 2% new successful ‘Sustainable City’ services
� Be the sustainability performance and
reporting leader, as ranked by public opinion,
sustainability indices, and relevant major
international sustainability rankings
� Engage at least 20 other companies plus GDA
members in Sustainability Excellence
Leadership Forums
Aramex Sustainability Report 2006 Page 97

Independent Assurance
We consider third‐party assurance to be important to the credibility of our sustainability reporting. We have sought
two forms of third party review for this report – a limited sustainability assurance by Ernst and Young, and a review
of our self‐declared GRI rating by the GRI itself.
We treat the accuracy and reliability of our data very seriously, as well as the materiality of the issues chosen in our
reporting. As we continue to develop our sustainability management, management systems, and reporting, we
expect to continuously increase the comprehensiveness of the audit.
We look forward to working on addressing the recommendations provided by Ernst and Young in the coming year.
We are also aiming in our 2007 Sustainability Report to achieve an A+ rating as per the GRI rating system.
Aramex Sustainability Report 2006 Page 98

GRI Index (G3)
Supporting Resources
We have self‐declared this report at Level B+, having received third party verification from Ernst and Young and
having had GRI check the report. The following GRI Index includes all Core Indicators, all Additional Indicators, and all
indicators from the Logistics and Transportation Sector Supplement.
� Fully covered GRI indicators
GRI Page(s) GRI Page(s) GRI Page(s)
1.1 13-14 Overall Management
Approach Disclosure
1.2 18-19 EC Management Approach Disclosure
p.25-27 LA13 Board of Directors breakdown: 20
Workforce breakdown by gender:
54
Workforce breakdown by age: 46
HR Disclosure on Management
p.25
Approach p. 26-27
2.1 9 EC1 30-33 HR1 0%
2.2 5-7 EC2 30 HR3 None or minimal
2.3 8,10 EC3 Aramex has no defined benefit plan
obligations because retirement plans
are typically government managed.
Aramex complies with government set
rules and regulations concern
contributions for employees.
HR4 55
2.4 8-9 EC4 0 HR5 26-27, 55
2.5 5 EC6 34 HR6 55
2.6 9 EC7 34 HR7 55-56
2.7 5, 6, 32 EC8 None from direct business operations.
Some in-kind and pro-bono
contributions as per p. 76
HR8 0%
2.8 Number of employees p.45, 46,
56
EC9 30 HR9 Not relevant
2.8 Net sales p. 31 EN Management Approach Disclosure
p.25
2.8 Total capitalization p.8 EN2 0% SO Disclosure on Management
Approach p.27
2.8 Quantity of products/services EN5 No energy saved as no initiatives, SO1 66-70
sold p.30
excluding Two Way. New initiatives
and any existing Two Way initiatives
will be included in next report.
2.9 7-9 EN6 87-89 SO3 21, 24
2.10 9 EN7 No initiatives, excluding Two Way. SO4 No incidents brought to attention
New initiatives and any existing Two
Way initiatives will be included in next
report.
in 2006
3.1 20 EN9 No water sources significantly
affected.
SO5 21-24
3.2 20 EN10 (0) SO6 (0) 24
3.3 20 EN11 Not relevant / not material SO7 (0) 24
3.4 20 EN12 Not relevant / not material SO8 (0) No significant fines. p.24
3.5 Determining materiality: 10,11 EN13 Not relevant / not material
3.5 Prioritizing topics in report : EN14 Not relevant / not material PR Disclosure on Management
10, 11
Approach p.27
3.5 Identifying stakeholders : 16, 17 EN15 Not relevant / not material PR2 64
3.5 Guidance on report content : 9-
11
EN18 85-86, 87-89 PR4 (0)
3.6 9-11 EN24 90 PR5 38-41
3.7 9-11 EN25 Not relevant / not material PR7 (0)
3.8 11-12 EN26 90-91 PR8 (0) 41
3.9 11-12 EN27 (0%) 90 PR9 (0) 41
3.10 Not relevant for first report EN28 (0) 90
3.11 Not relevant for first report EN30 (0) Excluding Two Way. This will GRI Logistics and Transportation
change significantly in 2007, to be
reported in next sustainability report.
Sector Supplement
3.12 99 LA Disclosure on Management Approach LT1 88-89. We have 1 boat operating
p.26-27
within city of Dubai. It is
registered in Dubai with Dubai
Port’s World. It does not require
registration in a shipping registry
as this boat cannot go into deep
sea.
3.13 10, 96-98 LA1 45-46 LT2 88-89
4.1 20 LA6 (0%) Managers are responsible for LT3 87-90 including:
overall safety. There are currently no
Policies, systems: 85-87
committees.
Hybrids: 89
Modal shift: 86-87, 89-90
Route planning: 86-89
4.2 20 LA8 None. LT4 None
4.3 20 LA9 None. LT5 69, 86, 87-91
Aramex Sustainability Report 2006 Page 102

� Fully covered GRI indicators (continued)
GRI Page(s) GRI Page(s) GRI Page(s)
4.4 Shareholder resolutions: 20 LA11 Not relevant in the context of no layoffs
/ no downsizing
LT6 69, 86-89
4.4 Informing/consulting
employees: 20
LT7 68
4.5 For Board of Directors: 20 LT8 Not relevant
4.5 For Executives: 20 LT8 Not relevant
4.6 20 LT13 Not relevant
4.7 20 LT15 78
4.8 2, 20-21
4.9 20
4.10 20
4.11 22
4.12 21-22
4.13 23
4.14 16, 17
4.15 16
4.16 16, 17
4.17 16, 17
� Partially covered GRI indicators
GRI Page(s) GRI Page(s) GRI Page(s)
EC5 34 LA5 No such minimum periods. Aramex
makes every effort to offer reasonable
and fair time in the case of a relevant
issue.
EN1 90 LA7 Work-related fatalities: 64 SO2 24
EN22 Weight of waste is currently
equivalent to weight of
materials used (EN1).
LA7 Number of injuries p.64. Will be
reported more fully in 2007
Sustainability Report
LA2 56 LA7 Absenteeism rates: 57 LT12 64
LA4 No Aramex employees are
members of a company union.
Many are members of national
trade unions.
LA10 52-53
� Future coverage GRI indicators
HR2 We have agreements in place
with our subcontractor in India
that insist on compliance with our
policies on child labor, forced
labor, etc.
PR3 One type of labeling relates to
hazardous waste: 89-91
GRI Page(s) GRI Page(s) GRI Page(s)
EN3 Will be reported online before EN23 Will be reported in 2007 Sustainability LT9 As relevant, will be reported in
end of Q3 2007
Report
2007 Sustainability report
EN4 Will be reported online before EN29 Will be reviewed, and to extent LT10 Only a handful of our couriers
end of Q3 2007
relevant, will be integrated into 2008
travel long distances. Indicator
Sustainability Report
will be reviewed and to extent
relevant, will be integrated into
2007 or 2008 Sustainability report
EN8 Will be reported in 2007 LA3 Will be reported in 2007 Sustainability LT11 Will be reported in 2007
Sustainability Report
Report
Sustainability Report
EN16 Will be reported online before LA12 Will be reported in 2007 Sustainability LT14 As relevant, will be reported in
end of Q3 2007
Report
2007 Sustainability report
EN17 Will be reported in 2007 LA14 Will be reported in 2007 Sustainability
Sustainability Report
Report
EN19 Will be reported in 2008 PR1 Will be reported in 2007 Sustainability
Sustainability Report
Report
EN20 Will be reported online before PR6 Will be reported in 2007 Sustainability
end of Q3 2007
EN21 Will be reported online before
end of Q3 2007
Report
Aramex Sustainability Report 2006 Page 103

Glossary
UN Global Compact "United Nations Global Compact" is an initiative to encourage businesses worldwide to adopt
sustainable and socially responsible policies, and to report on them. Under the Compact, companies
are brought together with UN agencies, labor groups and civil society.
AccountAbility1000 (AA1000) series are principles based standards intended to provide the basis for improving the
sustainability performance of organizations. The AA1000 Framework was developed to help
organizations build their accountability and social responsibility through quality social and ethical
accounting, auditing and reporting. It addresses the need for organizations to integrate their
stakeholder engagement process into their daily activities.
ISO9001:2000 is intended for use in any organization which designs, develops, manufactures, installs and/or
services any product or provides any form of service. It provides a number of requirements which an
organization needs to fulfill if it is to achieve customer satisfaction through consistent products and
services which meet customer expectations.
ISO14000 A set of international Environmental management standards that brings a world‐wide focus to the
environment, encouraging a cleaner, safer, healthier world for us all. As part of the ISO standards,
ISO14000 exists to help organizations minimize how their operations negatively affect the
environment (cause adverse changes to air, water, or land), comply with applicable laws,
regulations, and other environmentally oriented requirements.
OHSAS18000 is an international occupational health and safety management system specification that helps
organizations to control occupational health and safety risks.
Social Accountability
8000
London Benchmarking
Group
SA8000 is promoted as a voluntary, universal standard for companies interested in auditing and
certifying labor practices in their facilities and those of their suppliers and vendors.
LBG is a group of over 100 companies working together to measure Corporate Community
Investment (CCI). The LBG model provides a comprehensive and consistent set of measures for CCI
professionals to determine their company's contribution to the community, and to also capture the
outputs and longer‐term impacts of CCI projects on society and the business itself.
Carbon dioxide is a chemical compound often referred to by CO2, and is present in the Earth's atmosphere.
Carbon‐constrained
economy
(or carbon‐restricted economy) is an economy which has to deal with the future effects of global
warming and constraints on the emissions of greenhouse gases.
Carbon neutral Carbon neutral is relating to the maintenance of a balance between producing and using carbon,
especially balancing carbon‐dioxide emissions by certain activities and through adapting an audit
system is an effective means of accounting for greenhouse gas control efforts. It establishes that the
claimed reductions in emissions, or carbon sequestration, has actually occurred and is stable.
Climate Change describes changes in the variability or average state of the atmosphere over time scales ranging
from decades to millions of years.
Global Warming is the increase in the average temperature of the Earth's near‐surface air and oceans in recent
decades and its projected continuation.
Greenhouse Gas (GHG) is a component of the atmosphere that contribute to the Greenhouse effect, some occur naturally
and others are a result from Human activities.
Sustainability is an attempt to provide the best outcomes for the human and natural environments both now and
into the indefinite future.
Sustainability
management
is the integrated management of our economic, environmental, and social performance in a manner
that optimizes value for all of our stakeholders.
Sustainability reporting is an ongoing testimony of your commitment towards sustainable development.
Aramex Sustainability Report 2006 Page 104

Global Reporting
Initiative (GRI)
is a long‐term, multi‐stakeholder, international process whose mission is to develop and disseminate
globally applicable Sustainability Reporting Guidelines.
G3 Reporting Guidelines are a framework for reporting on an organization's economic, environmental, and social
performance.
General Services Office
(GSO)
Global Distribution
Alliance
is the company’s Headquarters Office in Amman, Jordan.
is a partnership of over 40 leading logistics and transportation companies. With operations
throughout the world, the GDA is strategically positioned to provide swift and reliable global
transportation solutions, with each member of the alliance providing an extensive coverage and
expertise in each region of the world.
Aramex Sustainability Report 2006 Page 105

AA1000 AccountAbility 1000
Acronyms
AA1000SES AccountAbility 1000 Stakeholder Engagement Standard
AA1000AS AccountAbility 1000 Assurance Standard
CO2
Carbon dioxide
CRM Customer Relationship Management
CSR Corporate Social Responsibility
G3 The G3 version of the GRI Sustainability Reporting Guidelines
GDA Global Distribution Alliance
GHG Greenhouse Gas
GRI Global Reporting Initiative
GSO General Services Office
H&S Health and Safety
IATA International Air Transport Association
ISO9001:2000 International Organization for Standardization generic management systems standard for quality
management
ISO14000 International Organization for Standardization generic management systems standard for
environmental management
KPI Key Performance Indicator
LEV Low Emission Vehicle
LBG London Benchmarking Group
NOx Nitrogen Oxides
RG Reporting Guidelines (the G3 version of GRI RG)
OHSAS18000 Occupational Health and Safety Assessment Series 18000, an international occupational health and
safety management system specification (also OHSAS18001)
PZEV Partial Zero Emission Vehicle
SA8000 Social Accountability 8000
SOx
Sulfur Oxides
SULEV Super Ultra‐Low Emission Vehicle
ULEV Ultra‐Low Emission Vehicle
QSA Quality Safety Audits
Aramex Sustainability Report 2006 Page 106